Stylish execution according to the laws of the genre. Types of information provision

During the difficult period of the spread of coronavirus infection, managers ask what documents are needed during coronavirus (quarantine) to safely organize the work of an organization, enterprise or store, school (preschool educational institution) or other institution. What does an employer need to do in connection with the spread and risk of contracting coronavirus infection, what documents and documentation should it have in 2020 to prevent COVID-19.

The submitted documents for work during coronavirus are required if your organization opened and continues to operate during the spread of coronavirus infection or during quarantine. Organizations and enterprises that continue to operate or have opened must monitor the prevention of coronavirus, organize safe conditions for workers and visitors, develop, execute and put into effect relevant documents on coronavirus.

download: Documents for work during the coronavirus period 37 orders and plans, journals, instructions and briefings individually and in packages In order to prevent the spread of coronavirus infection (COVID-19) in 2020, when working during coronavirus (quarantine), it is necessary to maintain documents that will ensure proper prevention of a pandemic in an organization, store, enterprise or even in a school or kindergarten. Such basic documents should be orders, regulations, instructions and briefings on preventing the spread of coronavirus during work, magazines and memos drawn up according to the model based on regulatory documents regulating the prevention of coronavirus.

Adaptation of a new employee when hiring a catering company

Memo to a new employee
The company's mission is to become the best catering company. Through the success of our company to the prosperity of each of us and society.

Motto: we cook for you, as for ourselves and our child.

The organizational structure of the management company includes several departments:

• ■ accounting – maintains financial statements;
• ■ legal department - provides legal support for activities;
• ■ HR department - hires new employees, maintains personnel document flow, organizes personnel training, performance assessment (certification), and corporate events.
• ■ technology and information department – ​​ensures the operation of the organization’s computers, creates the necessary computer programs; analyzes the technologies existing in the company and suggests ways to optimize them;
• ■ advertising and marketing department - provides advertising of goods, studies the market for finishing materials;

Specialists also work:

• ■ quality manager - develops working documents;
• ■ chief engineer - organizes the construction, repair and maintenance of buildings and premises;
• ■ office manager - coordinates activities to communicate the necessary information from management to all departments, and manages document flow.

The organizational structure of the company includes:

• ■ production—produces products;
• ■ sales points; two cafes, a culinary market, buffets, departments in stores

— sells products;

• ■ accounting – maintains financial statements;
• ■ confectionery shop;
• ■ hot shop;
• ■ cold shop;
• ■ freezing shop;
• ■ flour shop;
• ■ meat shop;
• ■ forwarding—receipt and release of finished products at sales points;
• ■ warehouse - stores goods;
• ■ security department - ensures the security of the enterprise, the safety of inventory items, as well as commercial information;
• ■ training and production plant—trains employees;

Specialists also work:

• ■ purchasing manager - deals with the purchase of products, equipment, etc.

You can obtain a list of company work phone numbers from your manager or HR department.

Your immediate supervisor and the HR department will familiarize you with your job description, as well as other necessary materials, including the work schedule and rules.

The company has developed certain values, as well as norms and rules of behavior. Management welcomes any staff initiatives aimed at increasing work efficiency, improving working conditions, strengthening corporate spirit, etc.

All employees are provided with free meals.

The company hosts corporate events - football and volleyball tournaments, corporate evenings, competitions, etc. Based on the results of competitions and at the end of the year, the best employees are awarded prizes. On New Year's holidays, children of employees receive gifts from the company, and a New Year's tree is organized.

If you have any questions, please contact your supervisor or HR department.

The management of the group of companies makes sure that employees have a decent salary, a comfortable workplace, social guarantees, and hopes for your effective work.

Regulations on the adaptation of personnel in a network of public catering outlets.

The purpose of this provision is to make it easier for a new employee to adapt to the team and help them master job responsibilities efficiently. Basic Rules:

• 1. When starting a job, an employee draws up personnel documents, fills out a questionnaire and signs an obligation to maintain trade secrets. Receives a “New Employee Memo.”
• 2. Each employee hired by the company undergoes a probationary period of 1 month (for managers - 3 months).
• 3. The onboarding of a new employee is supervised by a mentor from among the department’s experienced specialists. He is appointed by the production director. The personnel department, mentor and safety engineer introduce the necessary package of documents.
• 4. During the probationary period, the employee is assigned tasks and the criteria for assessing their implementation are explained.
• 5. At the end of the probationary period, a commission consisting of the head of the department, the director of the culinary school and the mentor evaluates the completion of tasks and introduces the assessment to the supervised employee.
• 6. At the end of the probationary period, the manager makes a decision on hiring.
• 7. The manager informs the employee about it and signs the application and transfers it to the personnel department.
• 8. If all standards of the adaptation system are met (described in the “Introduction Sheet”), the mentor is rewarded with a cash bonus.

"Question answer"

Providing information in a question-answer form is convenient in terms of ease of displaying questions of interest or current processes. This form will be useful to the assistant manager:

• when preparing reports on your own work or the work of other employees;
• when studying any issue in which the manager is interested;
• to record current work or personal tasks of the manager;
• to control unresolved issues;
• when planning affairs and tasks.

There are many ways to present information in the question-answer form, for example: creating a table, creating a list, etc.

The task assigned by the manager to his assistant: to collect general information about the company - a potential partner.

The progress of the task by the assistant manager.

1. First, you need to familiarize yourself with the organization’s website, since this is the most accessible and most informative source. Next, based on the data obtained, you should make a list.

2. If the manager is interested in more detailed information about the organization, the assistant manager can use additional sources to obtain information, for example, data from the website www.nalog.ru or other resources that publish information about the founders, types of activities and managers of Russian companies.

3. By supplementing the existing list of questions and answers with more detailed information (see point 2), the assistant manager can draw up an information sheet about the company.

The list is a universal form for submitting information for listing:

• documents and things that need to be taken on the road;
• tasks and affairs that need to be completed;
• organizations selected in accordance with certain criteria (for example, a list of water suppliers for offices);
• guests who have expressed their desire to participate in the opening ceremony of the new plant;
• employees who need to undergo advanced training.

The list can be formatted in a text or excel document, as well as using graphic elements (Example 2).

General labor protection requirements

1.1. To perform the duties of an office plankton, persons who are at least 18 years of age, fit for health reasons and have completed all possible types of instructions can be hired:

• induction training;
• fire safety instruction;
• initial training at the workplace;
• training in safe labor methods and techniques;
• instructions on electrical safety in the workplace and testing of mastery of its content;

1.2. Office plankton must pass:

• internship, under the supervision of an experienced office bum for 2-14 shifts;
• etc.

1.3. Office plankton must:

• treat the issued office supplies with care;
• comply with the requirements of these instructions;
• smoking in strictly designated places;

1.4. The main hazardous production factors of office plankton under certain circumstances may be:

• bosses and boss bosses;
• constant sitting on a chair;
• the amount of burned Internet traffic;
• increased tension;
• increased visibility of work being done;
• fatigue;
• frequent consumption of intoxicating liquids (coffee, tea);
• etc.

1.5. Persons who fail to comply with or violate these instructions are subject to disciplinary liability in accordance with the current legislation of the Russian Federation.

Sample orders for coronavirus

1. Action plan to prevent the spread of coronavirus infection
2. Order approving the action plan to prevent coronavirus
3. Order on measures to prevent coronavirus infection
4. Order to conduct unscheduled training on coronavirus
5. Order on measures to prevent the spread of coronavirus infection
6. Order on wearing and issuing medical masks during coronavirus
7. Order on transferring employees to remote work
8. Employee consent to comply with measures to prevent coronavirus

Labor protection requirements during work performance

3.1. Never leave the office without papers in your hands;

3.2. People carrying papers give the impression of being hard workers on their way to an important meeting. Empty-handed people look as if they are going to the cafeteria or to smoke. In addition, try to take more papers home to create the impression that you are working there too;

3.3. Walk quickly;

3.4. The employee, lazily wandering along the corridor, is clearly looking for an adventure on his ass. You should move very quickly, at times breaking into a light trot. By doing this, you will not only position yourself as an extremely energetic worker who saves every second of working time, but will also protect yourself from petty orders from your superiors: after all, in order to puzzle you, he will have to first catch up with you!

3.5. Sit more often with a gloomy face at your PC;

3.6. Computers provide the impression of being busy. A person sitting with a serious face in front of a computer screen looks very smart. At the same time, you can read personal mail, chat or play solitaire. If your boss catches you doing this, explain that you are mastering new programs and saving the company the cost of training;

3.7. Ensure periodic accumulation of business documentation on the desk;

3.8. Only top management can have a clean desk. For everyone else, this is a sign that they are doing nothing. Place thick stacks of documents all over your desk. From the outside, last year’s documents look the same as the current ones: it’s the volume that matters. Place more documents in different piles. If you are waiting for someone, put the document that person needs in the middle of the pile and find it there when that person appears;

3.9. Properly organize the answering machine functionality on your landline phone;

3.10. Never answer the phone if you have an answering machine. People don't call to ask about your health - they call to get you to do something. This will not work. Listen to messages on their answering machine from time to time, and if someone left you a message with a potential increase in work, call them back during a break when they are definitely not there and leave a message on their answering machine;

3.11. Provide yourself with a businesslike expression;

3.12. Down with sugary sweetness in relations with your superiors! On the contrary, always try to look irritated; this will give the boss the impression that you are in trouble. Watch your face; it should not lose its chronically preoccupied expression;

3.13. Improve your vocabulary;

3.14. Read computer magazines and choose unknown words. Use them freely in speech when talking with your superiors. Remember: he doesn’t have to understand you, but it will sound impressive;

3.15. Aerobatics;

3.16. This is not easy, but with regular training it can be mastered. The exercise is performed in an office chair. Sit comfortably. The left hand supports the right hand under the elbow. On the right you hold a document - one or two pages. The document covers your face. And no one sees that you have been sleeping soundly for a long time;

3.17. Take notes;

3.18. It would be good form if, during your boss’s speech, you take out a notepad and start quickly writing something down there. Don't forget to nod in agreement from time to time. It is best to write down Mayakovsky's poems, since they are written in sections and with a large number of exclamation marks;

3.19. Clutter your computer desktop with unnecessary files and documents.

3.20. Print these unnecessary documents often;

3.21. When communicating on the phone with loved ones, pretend that you are communicating with a business partner;

3.22. Prohibited:

• throw pencils up (at the ceiling);
• slide down from a chair below table level;
• wear pants that are frayed in the back.

Memo to company employee

1. Clothes We advise you to dress appropriately for your salary. If you wear expensive suits and bags, you are doing too well and don't need an increase. If you dress poorly, you need to learn to manage money better and you don't need a raise. If you dress averagely, you are spending your money wisely and don't need an increase.

2. Sick days We no longer accept doctor's notes. If you can get to the doctor, you can get to work.

3. Surgical interventions Surgeries are now prohibited. While you work for us, we need all your organs. You cannot delete anything. You were hired as a whole. Any operation can be a reason for dismissal.

4. Personal days (note: Absence for personal needs is not paid) Each employee has 104 personal days per year. They are called Saturday and Sunday.

5. Vacations All employees will go on vacation at the same time. Vacation days are January 1, March 8 and May 1.

>6. Absence due to own death May be the reason for absence. However, you must give us two weeks' notice in order to have time to train the newly hired employee.

7. Bathroom Usage We have determined that employees spend too much time going to the toilet.

In the future we will introduce visits in alphabetical order. Workers with a last name starting with A will go to the toilet from 8:00 to 8:20, with a B from 8:20 to 8:40, etc. If you were unable to use your time, you will wait until the next day. In an emergency, you can swap with a colleague, but written permission from both supervisors is required. Additionally, a three-minute restriction on the use of the booth is introduced. At the end of three minutes you will hear a beep, the toilet paper will be pulled into the box, the door will open and a photo will be taken. In case of repeated violation, the photograph will be published in the wall newspaper.

8. Lunch break Establish the following lunch break rules: thin employees are given 30 minutes for lunch (they must purchase a uniform so as not to discredit the Company with their sickly appearance); employees of normal build – 15 minutes; those who are overweight – 5 minutes (enough to swallow a diet pill and wash it down with water)!

Thank you for serving our company! We do our best for you. However, all questions, comments, fears, concerns, complaints and suggestions can be directed elsewhere. Have a nice work!

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>Brief instructions on document preparation will help performers

Memo for a new employee example

If there is an urgent need for an employee to take leave, in the opinion of the line manager, this manager will coordinate it with the head of the HR department.

The application requires visas for the employee, line manager and head of the HR department.

Otherwise, the vacation is illegal.

If the head of the HR department is remote, the temporary equivalent of a signature is his verbal consent. 4.3. The fact of confirmation of the cases provided for in paragraph 1 of Article 76 of the Labor Code of the Russian Federation is the reading of a breathalyzer (if available) if the employee voluntarily wishes to take the test.

3.3. If you refuse to take the test, an ambulance is called.

3.4. Upon dismissal from work, a report is drawn up. Attached are the documents on the basis of which the removal took place.

All further issues related to the suspended employee, his further admission to work or other actions are resolved exclusively by authorized officials, taking into account the opinion of line managers. 4.1.

Why is an office management manual necessary for an organization?

Documents in an organization must be created according to uniform rules, have legal force and be easy to use. This is difficult to implement if the company does not have requirements for the preparation of documents and their details.

The rules governing the preparation and execution of organizational and administrative documents must be established by the local regulatory act of the organization. Usually these are instructions for office work.

In addition, detailed regulation reduces the risk of conflicts between the executor of the document (who prepares its draft) and the management documentation support service. Sometimes performers who do not want to fulfill certain labor-intensive or “new” requirements for them try to avoid this. They demand to indicate where exactly this rule is stated - a clause in a regulatory document. And because Most of the requirements for the preparation of organizational and administrative documents in Russia are now of a recommendatory nature; they can be made mandatory only at the organizational level, fixed in a local regulatory act.

Interesting fact CollapseShow

In the practice of office work, certain rules have developed for the preparation of organizational and administrative documents. Previously, these rules were enshrined in a legal act - the Standard Instructions for Office Work in Federal Executive Bodies (approved by Order of the Ministry of Culture of Russia dated November 8, 2005 No. 536). Although this document was intended only for federal agencies, it was widely used by other government and non-government organizations.

Several years ago, the Standard Instruction lost force, and the rules for drawing up organizational and administrative documents were not included in another legal act. That is, today information on the preparation of organizational and administrative documents can only be found in documents that are advisory in nature. These primarily include:

• Methodological recommendations for the development of instructions for office work in federal executive authorities (approved by order of Rosarkhiv dated December 23, 2009 No. 76) and
• GOST R 6.30-2003 “Unified documentation systems. Unified system of organizational and administrative documentation. Documentation requirements."

The design rules recommended by the above documents should be followed. This will allow you to create high-quality documents: they will have legal force and will be convenient to use in your current activities.

The rules for drawing up organizational and administrative documents must be established in the local regulatory act of the organization, which will guide its employees.

Instructions and reminder

The instruction as a form of providing information to the manager will become indispensable for obtaining a clear, accurate understanding of any procedure, for example: replacing a foreign passport, registering a legal entity, booking tickets or hotels, obtaining a visa, as well as in other situations. It must be compiled on the basis of accurate data, based on consistency, logic and clarity of the procedure.

The task assigned by the manager to his assistant: to draw up instructions for replacing a foreign passport.

It is recommended that the assistant manager draw up instructions on the procedure for replacing a foreign passport with a new one based on official information from the Federal Migration Service. It is recommended to supplement the instructions with the address of the Federal Migration Service at the place of residence of the manager, hours of work and other relevant data.

Instructions for obtaining a new type of foreign passport

1. Fill out an application for a foreign passport in two copies (the application form is attached).
2. Fill out the form - information about your work activity (form and sample are attached).
3. Pay the state fee (receipt attached).
4. Take two 3.5x4.5 photographs on matte paper, front view, black and white or color.
5. Provide documents, incl. a general passport and a valid foreign passport, to the department of the Federal Migration Service at the place of residence (address and work schedule are attached) (Example 3).

A memo differs from an instruction in that it does not provide an explanation of the rules for completing any procedure, but is a “cheat sheet” with instructions or brief information on how to act in a given situation.

Illustrative examples for using a memo can be a tourist memo about connecting/disconnecting mobile communication services, about actions in case of injury while traveling and ways to contact an insurance company, etc. (Example 4).

The memo can be supplemented with any information useful for the manager, for example: taxi phone number, dry cleaning address, car rental, and many others. depending on needs.

Structure and content of office management instructions

The structure of the office work instructions and its content can be recommended / established from above:

• For example, the Methodological Recommendations for the development of instructions for office work in federal executive authorities (approved by order of Rosarkhiv dated December 23, 2009 No. 76) determine the structure and content of instructions for office work of the federal executive body and its territorial bodies.
• And, for example, a management company can influence the instructions of a commercial organization by developing standard office management instructions for its subsidiaries (in this case, the structure of the instructions in all subsidiaries should be the same).

The standard structure of the instruction provides that the rule is set once and is not duplicated in other sections. This allows you to reduce its volume, facilitate its updating, avoid contradictions between different points of the instruction, and indicate the number of only one point in the link to the rule.

However, this leads to the fact that the rules for preparing one document, for example, an order, will be contained in 3 sections of the office work instructions:

• a description of the execution of order details - in the section “Registration of document details”;
• requirements for margins and line spacing - in the “Document Forms” section;
• nuances regarding the execution of orders are in the section “Peculiarities of execution of orders”.

And this is not always convenient for the performer:

• to clarify the requirements for document execution, you need to review several sections of the instructions, this is labor-intensive;
• It’s not always clear which sections you need to “scan” in search of important information; you may not even look somewhere.

If there are requirements for the structure and content of the office management instructions (as a local regulatory act of the organization), then they should be observed. And in order to compactly collect the basic requirements for the preparation of a document and reduce the labor costs of performers on studying the rules, you can develop short instructions on the preparation of specific types of documents, for example:

• a brief reminder on how to fill out an order,
• a brief guide to writing a service letter,
• a brief reminder on how to prepare a protocol, etc.

A guide to organizing remote work for a development team

Due to the coronavirus situation, the need for remote work has sharply intensified. Many companies and managers were not ready to organize remote work for development teams. Managers are justifiably afraid that the team will work ineffectively during remote work, or employees will actively use only a small part of the keyboard.

Moreover, even if the developer works hard day and night, without seeing what is happening, the manager begins to believe that the developers are not working.

If you somehow managed to work with poorly established processes and move development forward in the office space, then when you switch to remote work, everything starts to fall apart. Some companies are experiencing a situation where people are asked to leave quarantine ahead of schedule.

Initially, the text was prepared for official use, but I decided to reformat it into an article with justification for each point

So, let's go. 1. Iron. Headset. Webcam. Available Internet.

Many employees may not have a computer at home. It may seem surprising, but many developers don't have computers at home. Many people don't have a headset. At all. If you ask to buy a headset, they will take the cheapest one for the job. Or they will communicate from the laptop’s built-in microphone with all the fan noise, poor audibility and other artifacts.

You need to make sure everyone at home has the ability to work from home. Ask to connect to the Internet. Provide a headset at the company's expense if necessary. Buy a set of headsets with a good microphone and headphones and provide the opportunity to get a free headset for those who do not have a headset at home or have a poor quality headset/microphone. It is also important to purchase webcams (more on this below)

2. Corporate messenger with support for audio-video communication.

It’s hard to believe (no, not hard), but even today there are a huge number of companies without corporate messengers. Especially if the company has up to 200-300 people. They work in teams on Telegram, WhatsApp, call each other on Skype, Discord, etc. and so on. In addition, any personal messenger is bad because it will necessarily distract some employees, since they will not have the opportunity to “disable” (separate) personal messages and work messages. Many managers think that this is not a problem, especially since another part of the employees, on the contrary, believes that it is very convenient when both personal and work are in one messenger. It also often happens that some employees call themselves whatever they want, some in Latin, some in Cyrillic, some in general. Also, some information is completely lost, etc. and so on. A very common argument from managers is: “It’s convenient for me to forward the task by forwarding the message to the customer.” Tasks still need to be set through the tracker, and not by forwarding messages.

It is necessary to implement ONE corporate messenger. Popular solutions include Slack and Teams. There will ALWAYS be people who are dissatisfied with the new messenger; it must be implemented by order. Managers must be the first to switch to corporate messenger. Often, RPs and team leads are the most active in sabotaging the transition to a single messenger under the pretext of communicating with customers, etc. In fact, managers can communicate in two messengers, with the customer in a separate one, but internally, all work issues with employees should be discussed in the working corporate messenger.

(I prefer Teams because of the concept, Teams, which groups channels by team, but it suits who better. The main thing is that there is ONE messenger in the entire company. By the way, Teams announced six months of free use due to the coronavirus). Many people are trying to implement RocketChat, etc. as a free alternative to Slack, Teams, but if you do not establish high-quality audio-video communication in it, then there is no point in introducing such free tools, since instant messengers will still produce text and calls.

Some simple rules for calling:

1. When making group calls, turn off your microphones and turn them on only when you are going to speak. Get used to the fact that if you ask a question to a person, the answer may not come out immediately, but after 2-3 seconds, since the person may be sitting with the microphone turned off and may take a little time to turn on the microphone and join the conversation.
2. Any meeting, any call must be supported by an artifact. Always. Record agreements in writing and send a link or text to the chat. This could be Wiki, Jira, etc. In the case of mail, you can briefly unsubscribe “results sent by mail”
3. Agree with your family that you are at work. Agree that there are no distractions at work and there cannot be any “help for 5 minutes”, “please hold me here”, “please take out the trash”, etc. and so on. This is especially true for those who live in dachas/villages with their parents. Explain that the job may require concentration. (I rarely visit my parents, but when I go home, you can forget about work calls from the computer, since nephews and parents can look at the screen with questions “who are you talking to?” - you have to go around everyone 5 minutes before the call and warn them not to do that).
4. Remove the cats from the room. (I understand how difficult it is to follow this advice, if I close the door, then the cat begins to scream heart-rendingly under the door from the mere fact that without it something interesting could happen in the room. I have to lock it in the kitchen.) If the cat is calm, he does not end up in the cell and does not distract, then you can leave it.

3. Single tracker.
Unified rules for working with the tracker. Transparent team. Companies often create a zoo of trackers. Jira, Azure DevOps, Redmine, Trello, etc. and so on. Time is also written off anyhow. Tasks can be planned and estimated for several days at once. An illusion of planning arises and, due to the lack of transparency, managers do not understand progress on tasks, do not trust developers, and developers are sure that managers, to put it mildly, are “bad people who don’t understand anything.”

1. The company should use a single tracker in development.
2. It is recommended that the company use a single level of task structuring. Project tasks must be strictly divided into levels. It is impossible for engineering tasks to be next to business tasks on the Kanban board. Example “Add a form to enter a promotional code to the cart” next to “Refactoring the cart database”.
3. Iteration planning should be transparent. The RP should be able to see who is busy and how busy. But the RP SHOULD NOT indicate
4. The maximum size of technical task decomposition should not exceed 7 hours. It is recommended to decompose it into tasks for 4 hours.

The rationale for this point of the article requires one large separate article.
If we take the basics: Example:

(Recommendation, everyone may have their own cases, the main thing is that there is such a recommendation at the company level. The people and backlog are synthetic, created for the article, unfortunately, fictitious people could only be created as mailboxes)

Epic, Feature, User Story - dividing tasks into understandable elements for business; each of these levels should have its own separate board. This level is worked out and written by PMs, analysts, etc.

Task is an engineering level, it should also have its own separate board. This level is decomposed (described) strictly only by team leads and developers. For example, the RP, if desired, can read, but cannot set tasks at this level, since potentially he may not even understand why this is needed. The RP can use this level solely to understand how heavily the team is loaded (more on this below).

You cannot place different levels on the same board. At the same time, all technical tasks that are not clear to business, such as “database refactoring”, “code refactoring”, etc. and so on. must be tied to specific business objectives. This will justify the need and timeliness of engineering work.

Planning:

Provide visually clear information about how busy people are on projects and why it is physically impossible to take on more tasks per iteration. This is especially important if you have a cross-functional team (a team of highly specialized specialists) and not a team of generalists (a team of full-stack developers).

People planning should not be confused with StoryPoint. StoryPoint can be used to evaluate tasks at a high level and distribute them into iterations, and within an iteration, the work of the entire team can be made transparent to everyone.

In order for Role planning to work in a cross-functional team, it is necessary to specify people and roles:

This visualization can also be used to make it clear as the sprint burns out that we won’t have time to complete the given volume of tasks and why:

This will allow the manager to see transparently and clearly what is happening within the team and make appropriate decisions in advance (remove a task, or leave a task, and in retrospect, allow more time for the next sprint, plan to hire more back-end developers.

It is extremely important to divide engineering tasks into chunks of a maximum of 4 hours. In particularly large cases, 7-8 hours are possible. This decomposition solves a number of problems.

1. Make sure that the technical lead and the developer understand the task equally and have not missed/forgotten anything.
2. Increasing the accuracy of the forecast as a consequence of the 1st point.
3. The manager can see progress on his tasks every day, instead of not understanding what the developer is doing for several days. And it makes the work on the task transparent for the manager, allowing to increase trust in each other between managers and developers.

You do not trust me?
Very often, developers or managers do not want to provide the necessary transparency in their work. Requests for transparency are met with a “don’t you trust me?” response. Moreover, many managers try to keep information between developers as secret as possible, supposedly for security purposes. I’ve seen teams where the manager brought it to a state of complete absurdity, when the backend and frontend were strictly separated and they couldn’t even see each other’s tasks, not to mention the code. And this is on a bare REST API without Swagger, etc. tools.

"You do not trust me?" a very dangerous argument. Trust is not a tool or a goal. Trust is very important, but it must be earned. At the same time, “Trust” in itself is useless in principle. But if you understand each other’s work, you understand what the end goal is and there is an understanding of who is doing what and you can synchronize with each other and help each other, then you will gain trust as an important secondary artifact.

4. Stand-ups (volunteers). General working hours. Work uniform at home.

Many people become discouraged when working from home. In general, this is normal - this is healthy human laziness. Not only that, many good developers are lazy by nature. Moreover, it was healthy laziness that allowed some people to become good developers.

The problem with working from home is that your schedule can start to get confusing. You can sleep longer under the pretext that you will do the work later (what difference does it make when I do it?). But this only works if you don't work in a team. But teamwork is not like dragging sand—you can't drag your block of sand whenever you want. Teamwork involves cooperation.

If you don't do your part, you can block other people's work. (Personally, I worked from home alone on one project for 1.5 years. At first it was great. Then I stopped noticing time, then this disgusting feeling came that you fall asleep at work and wake up at work, after 1.5 years I got a job in an office and received a huge the pleasure of working in the office despite the fact that it took an hour to travel one way).

1. It is necessary to conduct morning meetings every day. (Make sure that the whole team has gathered and can now count on each other when necessary).
2. The duration of the meeting cannot exceed 15 minutes.
   If you are faced with some problem, then there is no need to distract everyone. It is necessary to record the problem and discuss it with specific interested participants after the meeting.
3. It is necessary to allocate time for communication and time for silence.
   (For example, from 12 to 16 it is prohibited to call unless absolutely necessary; it is necessary to give developers 4 hours a day to concentrate on implementing complex tasks). If the tasks are fairly typical and there are few complex tasks, then you can enter a special status in the messenger, which means that during a certain period of time in the day you cannot be distracted, since work is underway on particularly complex tasks.
4. (Recommendation) In especially difficult cases, at first you can introduce not only morning, but also evening flights to synchronize with each other.
   As a rule, there is no point in holding morning and evening meetings. But at first you can do it for peace of mind; after a month you will still have the desire to cancel.
5. (Recommendation) Wear work uniform daily.
   When working from home, at first it is easy to separate work from your personal life. But gradually the border is blurring. Changing clothes allows you to psychologically distance yourself from the “work mode” and “rest mode.”
6. (Recommendation) Communicate with the camera.
   If the background is not very good and you don’t want to show the apartment, then you can turn the computer/camera towards the wall (where you can hang a poster).

Communication with the camera solves two problems:

1. Psychological - trust. No matter how sociopathic or a hater a person may be, people are creatures for whom it is important to see the faces of others. Trust in each other increases psychologically if people see each other's faces. It's hard to trust a person whose face you can't see. Trust in the team is important.
2. It's hard to keep yourself in good shape. Sometimes, when they don’t see you, it’s difficult to force yourself to change clothes, put on your work uniform, and sometimes even just to get yourself in order. When you stop observing self-discipline, a “blurring” of work and home occurs. Even if only the upper part of the body is visible and you are actually sitting in a shirt/T-shirt without pants, this is still much better than not separating work and rest modes at all.

It is clear that this list is not complete. That these points are needed not only for distributed work, but also for office work, and that for a full-fledged healthy development process, many more points need to be written down. Here I tried to highlight the very minimum of what prevents both managers and employees from switching to remote work.

Development of a memo (using the example of an order)

A memo on the preparation of any document should be developed after (and on the basis of) the instructions for office work. Benefits of the memo:

• all requirements relating to the preparation of a specific type of document are collected in one place;
• Some rules can be visually displayed in an order example, which makes them easier to understand and remember.

The brief memo is not a local regulatory act, so it does not need to be approved. It is being developed to provide methodological assistance to performers:

• For new employees (or those who write an order for the first time), the memo performs a training function in a convenient, visual form. Different people have different “information capacity”: for some it is too difficult and time-consuming to master an entire office work manual (or even just find the necessary information in it). It is much easier to “digest” the volume of the memo;
• Later, for a person, the memo becomes a “cheat sheet”, with the help of which you can quickly refresh your memory of the details.

It is advisable to start the memo with an example of an order, which additionally displays the following rules:

• margin sizes;
• paragraph indent size;
• line spacing;
• font size, way of writing it;
• comment on individual requirements for the design of details (for example, the sequence of initials and surnames in the text and the “Signature” detail).

Comments on the page with an example order should not merge with the text of the document, so it is advisable to print them in a font of a different color and style (see Example 1).

In the memo, after the sample order, there should be a brief description of the document details:

• It should not include the details of the form, because the executor does not formalize them in the order (he “finishes” everything else);
• only the basic rules that are most often used when drawing up an order should be reflected here (otherwise it will be difficult to make the memo brief; for additional clarification, the executor can contact the specialists of the office management service or other regulatory and methodological materials);
• it is advisable to fit this information onto 1 sheet and print it not on the back of the sample document, but on a separate sheet, then it will be convenient for the user to look at 2 sheets (sample and description of the basic rules) and see how the theory is implemented in practice;
• To make it easier for users to find commented fragments in a sample, you can use numbered marks, as we do in our journal: , etc. It will be easier for you to “point your finger” than to explain in words where “it” is, especially for those who do not know what these or those details are called and where they are located.

It is advisable to develop similar instructions for other types of documents. Let's give another version of a short memo - this time for official letters (see Example 2).

Recommended standards suggest different line spacing (somewhere 2-3, somewhere 2-4) between different details. In order not to confuse performers, you can set the same indents in the organization (everywhere in such cases there are 2-3 line spacing).

Lines inside some details are printed with 1.5 line spacing, and inside others - with 1 line spacing. This should be reflected in the memo (see order in Example 1). Although some organizations decide to print all the details of the document with a minimum interval, so as not to “confuse” people.

If you decide to prohibit the use of hyphens in documents (when part of a word flows onto the next line), this is specified in the memo.

Sample journals for coronavirus

In any organization, store or enterprise, it is important to conduct instructions for employees on the prevention of coronavirus with recording of the instructions in the journal, have schedules available and keep logs of cleaning and processing of premises and surfaces, disinfection of premises and equipment, and also measure the temperature of employees for the purpose of prevention coronavirus infection.

1. Coronavirus cleaning schedule
2. Schedule for disinfection of premises during coronavirus
3. Coronavirus prevention training log
4. Logbook for measuring employee body temperature during coronavirus
5. Visitor temperature log
6. Coronavirus cleaning log
7. Journal of room treatment for coronavirus
8. Journal of disinfection of premises during coronavirus
9. Journal of surface treatment for coronavirus
10. Equipment processing log for coronavirus
11. Journal of cleaning and treatment of premises and surfaces for coronavirus
12. Journal of hand sanitizer for coronavirus
13. Journal of room ventilation for coronavirus
14. Journal of quartzing premises during coronavirus