It is correct to consider the effectiveness of labor activity as part of the effectiveness of social production, since labor is considered one of the important reasons for implementation.

In the financial concept, efficiency is oriented on the basis of established goals as the goal of the results achieved and the resources spent on it. Currently, there is a lack of one approach to the problem of changing the efficiency of labor activity. The secret lies in the fact that the course of the labor activity of the personnel is closely connected with the production course and its final results, the social activities of the company and the financial formation of the enterprise. The study of academic concepts makes it possible to note several methodological approaches to scoring the effectiveness of labor activity:

1. The financial efficiency of labor, which, by comparing savings (benefits) and costs (investments), makes it possible to economically prove the results of labor activity on completed projects (intentions, events).

2. The social efficiency of labor forms the probability of assessing the social nature of labor with the support of quantitative and qualitative characteristics.

3. Evaluation based on the final results makes it possible to numerically determine the results and dynamics of the labor activity of the system as a whole and its divisions on the basis of aggregated financial characteristics.

4. The regulation of labor productivity forms the basis for planning and analyzing labor resources in terms of the main aspect - productivity (formation) and other characteristics associated with them.

5. The quality of working life is considered to be an advanced integral feature of labor activity, characterized on the basis of a set of financial and social characteristics.

6. The scoring of labor efficiency makes it possible, with the support of an integral indicator, to evaluate the final results of activities for a specified moment (time, quarter) of the organization as a whole, as well as its large divisions.

7. Evaluation of the labor contribution (participation) is considered the main tool for measuring the collective and personal contribution to the final results under the tariff-free system, as well as under the periodic form of remuneration of workers and employees.

The choice of a specific concept for evaluating the effectiveness of labor activity depends on a number of reasons: modification of labor motivation, organization and form of remuneration, industry, size of the scale of management, period of time, state of planning, accounting procedure, number of structural divisions, a single number of employees, the value of informatization and computerization, the meaning of collective culture and so on. Therefore, it is better that the selection of the concept of assessing the effectiveness of labor activity is done by a collegial authority (Committee of Directors, Management) in agreement with the labor collective or the trade union system.

Efficiency Calculation Method

Consider the main characteristics of financial efficiency.

The financial efficiency factor is calculated as an assessment of the savings (benefit) from the introduction of a certain result to the costs of its creation according to the formula:

where E is financial efficiency, parts;

E - savings or revenue, rub.;

3 -- the cost of creating savings, rub.

Likewise, efficiency is considered a notional coefficient, measured in shares. Efficiency should not be confused with efficiency and productivity. Efficiency is the acquisition of a certain result within the set time frame, measured in natural units (pieces, rubles, kilograms). The payback time indicates how many years the capital costs are paid off, and is calculated as the ratio of capital costs to the resulting savings (benefits) using the formula:

The above costs are very convenient for calculating the effectiveness of events for the implementation of NOT and STP plans, evaluating the varieties of a business plan, improving management, and using different types of computer technology. They make it possible to compare the current and capital costs of different events according to the formula:

where - reduced costs for the i-option, rub.;

Current (operational, variable) costs for the i-variant, rub.;

Capital costs for the i-variant, rub.;

Coefficient of cost effectiveness, shares.

The annual economic effect allows you to evaluate the real benefit from the implementation of the event in a particular year. This indicator is calculated as the difference between the annual savings and the share of capital costs attributed to that year according to the formula:

Discounted costs are very important when a long-term project is being implemented with different annual investment values, an unequal percentage of payment for a bank loan, as well as in terms of inflation exceeding 5% per annum. Discounted costs at the time of the project's existence are calculated by the formula:

where - one-time investment costs carried out by the beginning of the first year;

Costs by settlement time periods (years);

n is the duration of the project (in years).

Personnel assessment criteria

The head of any department of the organization can evaluate his employees (even without the participation of personnel management specialists) as necessary, applying the following criteria for assessing personnel on a five-point scale:

• 1. Quality of work. The work is done without errors (or with minor errors that are corrected independently), neatly and carefully.
• (5) Consistently very high level of accuracy and accuracy, no additional verification required, one can fully rely on his work, can do the job with little or no help from a supervisor.
• (4) Neatness and accuracy above expected level, mistakes are very rare, follows instructions well, needs little assistance from the supervisor.
• (3) The quality of work meets the requirements.
• (2) Sometimes sloppy, there are mistakes, sometimes you have to check his work.
• (1) Poor quality of work, constant errors, constant checks and corrections required.
• 2. Scope of work (number). The work is being carried out as planned.
• (5) Very fast and energetic employee. Constantly with enviable ease does more than expected of him.
• (4) Works fast. Often performs more work than planned.
• (3) Working stably. Achieves planned targets.
• (2) Works slowly. Needs to be customized.
• (1) Works slowly, wastes a lot of time, fails to keep up with the planned amount of work.
• 3. Presence at work (labor discipline). Busy with work during business hours. Rare omissions for a good reason, agreed in advance.
• (5) Extremely reliable. Always at work and on time.
• (4) Reliable. Rarely absent, if absent, then for a good reason. Always informs in advance about the absence of the head and colleagues.
• (3) Occasional absence from work for a valid reason that does not have a serious negative effect on work. He warns of his absence in advance.
• (2) Unreliable. Not always punctual. Sometimes he forgets to warn about his absence in a timely manner.
• (1) Often absent or late. Extremely unreliable. No timely notifies anyone of the absence.
• 4. Loyalty to the organization (department). Respect for the organization.
• (5) Knows the organization very well and is committed to it. He always puts the interests of the organization ahead of his own. Even if things are not going well, he never allows himself to speak badly about the organization. Speaks positively and enthusiastically about the company, management, colleagues both at work and outside of it. He is truly proud of his organization.
• (4) Positively perceives the organization and himself in the organization. Do not allow yourself unconstructive criticism or grumbling. Satisfied with the fact that he works in the company.
• (3) Satisfied with the fact that he works in the company. Avoids publicly expressing dissatisfaction with the organization, colleagues, boss.
• (2) Does not feel part of the organization. Sometimes does not hold back negative emotions in relation to the organization.
• (1) Extremely negative about the organization. Pursues his personal goals. Criticizes the company and colleagues both at work and outside.

Thus, the head of the department can draw certain conclusions about his staff.

To identify the need for personnel assessment in the organization, consider the benefits of assessment for the organization and the employee.

Benefits of personnel assessment for an organization:

• 1. Determining the results of work, the level of knowledge and skills will help to identify the readiness of employees to solve strategic problems in the future.
• 2. Ability to create a talent pool and staff rotation will show the loyalty of the staff in relation to the organization.
• 3. Creation of a personnel development program. The assessment will identify the need for training a specific group of employees.
• 4. Staff motivation. The assessment serves as the current material motivation of employees, and also motivates

personnel for long-term work in the organization through the creation of a personnel reserve program.

• 5. Improvement of corporate culture. Through the evaluation process, the staff understands the mission of the organization. The norms of behavior embedded in the corporate culture of the organization receive encouragement in the assessment of personnel.
• 6. Structural development of the organization. The evaluation system helps to improve the organizational relationships between the structural divisions of the organization.

Benefits of assessment for staff:

• - defining the role of each employee in the organization;
• – understanding of the goals and objectives set, the dependence of remuneration on labor results;
• - mutual understanding of the immediate supervisor;
• - a guarantee that the achievements of the employee will not be left without attention;
• - opportunities for professional and career growth in the organization.

It should be borne in mind that each stage of the work of personnel in an organization involves the use of certain assessment methods. Consider the main stages of personnel work using assessment methods:

I. Selection of candidates for a vacant position.

Compliance of the professional and personal characteristics of the candidate with the requirements of the position and the corporate culture of the organization is established. Apply: structured interview separately with the line manager and with the HR manager; professional and psychological tests; if necessary (when hiring a senior manager) - the assessment center method.

II. End of probationary period.

The main purpose of this stage is to check once again the suitability of the position. Methods are applied: assessment interview; professional knowledge tests.

III. Current job evaluation.

The frequency of personnel assessment, as a rule, is determined by the management of the organization and is fixed in the relevant regulatory document, for example, in the Charter of the organization or in the Staff Regulations. Methods are applied: certification; goal management; performance management; "360 degrees", etc.

IV. Career advancement.

During the assessment, the employee's compliance with the new position is revealed. The methods used are: evaluation interview, which can be conducted on a regular basis or as needed; "360 degrees".

V. The need for staff training.

The need for vocational training is revealed. The methods used are: interviews (within the current assessment); "360 degrees"; tests to determine professional knowledge.

VI. Formation of personnel reserve.

Possibility of personnel to get into the reserve for promotion. The method used is selection during the current evaluation.

VII. Making a decision to terminate an employee.

Wanting to dismiss an employee, the employer must provide formal evidence of his inadequacy for the position held. The method used is certification, drawn up in accordance with all the rules. Any other methods can be used to preliminary identify the incompetence of an employee, but they will not have legal force.

An organization may be faced with the question of choosing an assessment method. The choice of assessment depends on its compliance with business objectives and the corporate culture of the organization, as well as on the literacy of implementation. Assessment methods may change depending on the stage of development and the needs of the organization.

In the assessment system of one organization, several methods can be combined. For example, for workers - certification; engineering and technical workers - performance management; managers - "360 degrees"; express assessment for all categories of personnel of the organization.

Types of rating scales

When preparing for a staff appraisal, consider what rating scale to use.

There are many different rating scales. Scales can be designated by numbers (1; 2; 3), letters (A; B; C) or descriptions (outstanding, excellent, acceptable). Letters or descriptions are often used so as not to draw a parallel with school grades. Some experts believe that it is better to use only the description - this makes the assessment less formal. Consider the most popular rating scales:

Two-point:

satisfactorily;

unsatisfactory.

It allows you to evaluate only whether the employee coped with his duties or not.

Three-point:

below expectations;

meets expectations;

exceeds expectations.

Five-point:

A. Outstanding - an exceptionally high rating. Significantly exceeds company expectations.

B. Excellent - a very high assessment of the work (complete absence of comments, deep professional knowledge). Meets the high expectations of the organization.

B. Good - full compliance with the position held, the absence of obvious mistakes and claims of management.

D. Acceptable - presence of minor errors, need for supervision, lack of initiative. Doesn't always meet expectations.

E. Unacceptable - negative assessment (serious mistakes, inability to work independently, numerous complaints from colleagues).

The five-point scale is quite convenient - on the one hand, there are not very many levels of assessment, on the other hand, they are well differentiated.

Seven-point:

• 7 - work is performed at a high professional level, significantly exceeding job responsibilities;
• 6 - performed at a high professional level, corresponding to official duties;
• 5 - performed quite skillfully in the required volume;
• 4 - mostly performed at an average, sufficient level;
• 3 - performed, but the quality cannot be called high;
• 2 - is not carried out in full, constantly requires revision, correction;
• 1 - performed at an unsatisfactory level.

Ten-point:

it is difficult to describe each level on a ten-point scale. Therefore, it does not give an explanation for each point, but provides a general hint. You can also highlight which assessment the person being assessed tends to:

• 1-3 points - bad;
• 4-7 points - good (for example, 5 points);
• 8-10 points - excellent (for example, 9 points).

The most common scales are 3-, 4- and 5-point scales, since further detailing complicates the assessment procedure. For example, it is not always possible to understand the difference between "quite good" and "good enough".

Consider an example of evaluating candidates for a managerial position by experts on a five-point scale (Table 9.1).

Table 9.1

Evaluation of candidates for a managerial position

Based on the results of the first assessment, you can not make decisions, but give candidates the opportunity to change the situation.

It is legitimate to consider the effectiveness of the work of the personnel as part of the overall efficiency of social production.

The effectiveness of the enterprise is calculated as the ratio of actually achieved criteria indicators to the baseline values ​​of the final results of activities, weighted using weighting factors and incentive functions relative to the normal efficiency value of 100 points.

The methodology is based on the methods of economic analysis, expert assessments, the scoring method and the theory of classification.

The scoring of work efficiency consists of the following steps:

• 1. Determination of the nomenclature of economic and social indicators that characterize the effectiveness of the work of personnel.
• 2. The choice of mathematical functions of economic incentives for private performance indicators.
• 3. Determination of weight coefficients of private performance indicators (importance).
• 4. Substantiation of the method for calculating the complex indicator of personnel performance.
• 5. Carrying out control calculations and introducing the methodology into the practice of enterprises and organizations.

The list of the most significant indicators of personnel performance is presented in Appendix D.

The numerical values ​​of economic and social indicators are determined from planning documents, forms of statistical and operational reporting and are calculated as a percentage of the actual value to the basic final result:

where X i - the ratio of the actual value of the i-th partial performance indicator to the baseline,%;

R i f - the actual value of the i-th economic and social indicator of the final result for the reporting period, nat. units;

R i b - the base value of the i-th indicator of the final result (plan, fact of the previous year) for the reporting period, nat. units

The numerical value (Х i) obtained as a result of the calculation indicates the degree of achievement of the final result (fulfillment, overfulfillment, underfulfillment) and should have a different economic assessment. Stimulation is implemented by introducing adjusted values ​​of indicators into the performance assessment according to the formula:

I i = f (Xi), (4)

where I i - the numerical value of the adjusted i-th indicator of the final result,%;

f (X i) - mathematical function of stimulating the i-th indicator.

With 100% fulfillment of the base indicator, the adjusted indicator should also be equal to 100%, and in case of deviations, it is calculated for a specific incentive function, depending on the importance and economic value of the indicator.

Stimulation according to the "linear ascending" (Y=X) is carried out when every percentage of the achievement of the final result is encouraged, and in case of underperformance, the actual value is accepted. The simplest case of "interest for interest" incentives reflects the main provisions of the economic reform in relation to estimated indicators (profit, labor productivity, volume of marketable output). The incentive function is shown in Figure 9.

Stimulation according to the "linear descending" (Y = 200 - x) is carried out when the achievement of the result with the least expenditure of resources is encouraged, and a smaller number of points is awarded for overspending resources. A constant coefficient equal to 200 allows, at x=100, to have the equivalent value of the adjusted indicator Y=100. This function is applicable for such resource indicators as the cost of 1 rub. products, payroll, employee turnover, loss of working time (Figure 10).

Incentives according to the "pyramid" are carried out when only 100% achievement of the final result is encouraged and under-fulfillment or over-fulfillment is not encouraged. In this case, up to 100%, the numerical value of the adjusted indicator is determined by the formula Y \u003d X, and for x > 100% - by the formula Y \u003d 200 - x. Pyramid incentives are typical for mass and serial production (Figure 11).

The reverse incentive function provides for the calculation of negative interest according to the formula Y \u003d -X, when the numerical value of the specified indicator leads to negative phenomena in production and management. For example, marriage, theft of valuables, industrial injuries, violations of labor discipline. These indicators are not planned, but they are taken into account in the form of “penalties” (Figure 12) .

Weight coefficients (B i) are introduced to rank the importance of particular performance indicators, characterize the relative importance of indicators in their totality and directly proportionally affect the value of private performance indicators. Weight coefficients are determined by the method of expert assessments by ranking indicators with the assignment of specific weights to them in fractions of a unit. They are determined by a group of experts, consisting of scientists-economists, heads of planning departments of enterprises, line managers of senior and middle management using a questionnaire survey. At the same time, it is advisable to stipulate a certain share of the indicators of the final results of the enterprise's activities in the amount of at least 0.5, leaving a share of 0.5 for the indicators of labor productivity and social efficiency. In this case, the parity of the results of the economic and social development of the enterprise will be observed.

Partial performance indicators characterize the contribution of a particular indicator to the overall performance. The calculation of private indicators is carried out on the basis of the adjusted values ​​​​of the indicators and weighting factors according to the formula:

P i \u003d I i- B i , (5)

where P i - the value of the i-th private indicator of personnel performance, points;

B i - weight coefficient of the i-th partial indicator, share.

A comprehensive indicator of personnel performance is a numerical measure of the achieved final results of production and management. It is the arithmetic mean of the sum of private indicators to the sum of weight coefficients:

where n is the number of particular performance indicators.

The assessment of the final value of the complex indicator of personnel performance depends on its numerical value:

• - if it is less than 95 points, then the staff worked unsatisfactorily;
• - if it is in the range from 95 to 100 points, then the staff worked satisfactorily, but has reserves for productivity and quality of work;
• - if it is in the range from 100 to 105 points and all partial indicators are met, then the overall assessment of the work of the staff is good;
• - if it is more than 105 points, then the overall assessment of the work of the staff is excellent.

The practical value of this indicator lies in the possibility of assessing the dynamics of the functioning of the personnel of the enterprise for various periods of time; objective distribution of the wage fund between the divisions of the enterprise; systematic impact on the divisions of the enterprise to ensure its optimal functioning.

At the heart of the BOERO method (scoring the effectiveness of the organization) are well-known principles - the plan at the lowest price, the achievement of the final result, to each according to his work, incentives depending on the contribution, comparability of the assessment. This method was developed in the 1980s. under the scientific guidance of the scientist A.P. Egorshina. BOERO allows you to evaluate the performance of the enterprise and organization, as well as their structural divisions for the quarter, year, five years. With the help of BOERO, you can sum up the results of the competition between the structural divisions of enterprises.

Thus, the following conclusion can be drawn. An assessment of the effectiveness of an enterprise can only be made on the basis of the cumulative results of economic and social development, and one of the possible ways to compare these results can be a point method.

A motive is something that causes certain actions of a person, his internal and external driving forces. The motive determines what and how to do to meet the needs of a person. Motives are amenable to awareness, and a person can influence them, intensifying or muffling their action, and in some cases eliminating them from their driving forces.
Needs - this is the need for something that is objectively necessary to maintain the life and development of the organism, personality and social group. Depending on the object, material and spiritual needs are distinguished.

CHAPTER 1. BASIS OF WORK MOTIVATION………………………...3
1.1. Fundamentals of the theory of motivation………………………………………………...3
1.2. Labor activity…………………………………………………….5
1.3. Material and spiritual needs……………………………....5
1.4. Development of human resources………………………………………6
CHAPTER 2. PAYMENT OF PERSONNEL……………………………….....8
2.1. Theory of remuneration………………………………………………………8
2.2. Wage systems…………………………………………………….8
2.3. Salary experience…………………………………………………......8
2.4. Regulations on staff remuneration……………………………….11
CHAPTER 3. WORK EFFICIENCY……….14
3.1. Fundamentals of the Theory of Efficiency………………………………………....14
3.2. Quality of work…………………………………….14
3.3. Scoring of labor efficiency……………………………....15
3.4. Labor contribution ratio……………………………………...15

Files: 1 file

At present, the high quality of a person's working life is considered in a developed society as one of the main incentives for labor productivity.

The quality of working life includes the following groups of indicators: labor collective, wages, workplace, enterprise management, career, social guarantees and social benefits.

3.3. Scoring of labor efficiency

It is legitimate to consider the effectiveness of the work of the personnel as part of the overall efficiency of social production.

In the economic literature, efficiency is calculated as the ratio of profit savings from the implementation of a specific result to the costs of its creation.

Thus, efficiency is a relative indicator, measured in shares. Economy should not be confused with efficiency and productivity. Efficiency is the achievement of a specific result within the established time frame, measured in natural units (pieces, rubles, kg). Productivity is the ratio of the volume of output to the total number of employees with the unit of measure rub./person.

The criteria for performance indicators of the enterprise include:

Indicators of economic efficiency of the final results;

Indicators of quality of productivity and complexity of labor;

Indicators of social efficiency.

Calculations using the BOERO method ( scoring the performance of organizations).

The effectiveness of the organization is calculated as the ratio of actually achieved criteria indicators to the baseline values ​​of the final results of activities, weighted with the help of weighting factors and incentive functions relative to the standard value of efficiency equal to 100 points.

The methodology is based on the methods of economic analysis, expert assessments, the scoring method and the theory of classification.

The BOERO method is based on determining the socio-economic development trends of an organization of any organizational and legal form, its effectiveness in terms of achieving production, economic and social goals.

3.4. Labor contribution ratio

KTV is a quantitative measure of the individual labor contribution (participation) of employees in the final results of the activities of the structural unit of the organization. The concepts of KTV and KTU are identical, however, the use of KTV at the present stage is more correct for workers due to their share contribution to the final results of production.

The postulates on which the KTV method is based:

It is rational to use KTV for the distribution of the bonus fund and additional wages (remuneration), since the main wage (tariff, salary) is fixed in the contract or when hiring;

KTV is used to assess the individual contribution of individual workers and employees;

The amount of remuneration for the final result is determined by the results of work for the month;

In case of achieving high results and quality of work, the amount of remuneration increases in proportion to the KTV.

Pay systems

The system of remuneration within the meaning of art. 135 of the Labor Code is a set of rules determined by the employer in accordance with the norms of labor legislation and regulating 3 aspects:

• the method of correlation of labor and remuneration of employees, on the basis of which the procedure for calculating wages is built;
• form (salary or tariff rate) and size (a specific amount or "fork") of the main part of the salary;
• compensation payments in the form of allowances and additional payments and incentive payments in the same forms or in the form of bonuses and other payments in terms of establishing the conditions, amount and procedure for calculation.

In a narrow sense, the system of payment is understood as a method of correlation of the measure of labor and the amount of remuneration of employees.

The most commonly used calculation systems are associated with 2 main forms of salary:

There are less common systems:

• tariff (Article 143 of the Labor Code);
• non-traditional methods, including tariff-free, rating, etc.;
• wage systems for civil servants (Article 144 of the Labor Code).

The concept of a point system for calculating salaries

In the tariff-free procedure, the contribution of employees to the overall activity is assessed. One of the varieties of the tariff-free system is the method of point payment calculation.

The point order also assumes a direct dependence of the salary of the worker on his participation in general activities. The main unit for determining the scope of participation is the score. Points are assigned to workers for compliance with a number of characteristics. According to Art. 132 of the Labor Code for differentiation it is allowed to use the following criteria:

• qualification of the employee;
• the complexity of the work;
• the amount of labor;
• quality of work activity.

The qualification of the worker is assessed on the basis of work experience and professional knowledge obtained as a result of special education.

It is more difficult to assess the amount of work performed, its complexity and the quality of an employee's work activity using general indicators. It is advisable for the employer to independently establish such criteria, and it will be more useful to use not one, but a group of criteria.

For example, in general terms, the amount of work of an educator can be estimated by the total amount of time worked in the accounting period, and seamstresses - by the number of things made.

The quality of work must also be assessed in conjunction with the performance of the organization. For example, the quality of a seamstress's work can be assessed by the absence or minimum amount of marriage. The work of an office worker - according to positive feedback from customers, including those related to compliance with the rules of polite treatment with them (see the letter of the Ministry of Labor "On the establishment of an obligation for employees to treat customers with courtesy ..." dated September 16, 2016 No. 14-2 / ​​B-888).

Similarly, criteria are established for assessing the complexity of the work.

Point, bonus and rating systems - varieties of points or independent methods of calculating salaries

Wage systems are enough to confuse the names. To eliminate confusion, we denote the features of several other number systems:

1. Bonus.
   Is independent. The method of calculation includes the addition of salary and allowances as a percentage of profit. The salary is usually fixed within the tariff scale, and the percentage of the allowance is also specifically determined. Payment in fact is "floating" and depends on the profit received by the organization.
2. Rating.
   It is also independent and is based on the inclusion of each worker in the rating, compiled on the basis of 3 characteristics:
   • the level of education;
   • an experience;
   • place in the structure of the organization.

   Earnings are calculated by multiplying the predetermined price of one rating point by the number of points assigned to the employee.

3. Point.
   This is a distorted name for the point system of remuneration.

The composition of wages under the point system

In the letter "On the establishment of equal pay ..." dated April 27, 2011 No. 1111-6-1, Rostrud explained that in order to comply with Art. 3 of the Labor Code on the prohibition of discrimination, it is recommended to establish the same salary for employees of the same positions. Compliance with Art. 132 of the Labor Code is provided with a different size of the over-tariff part of the payment. This means that the amount of bonuses, allowances and other additional payments may be tied to the qualifications of workers, the complexity of their work, the quantity and quality of labor activity, and therefore may vary.

Taking into account the explanation of Rostrud, when determining the composition of earnings, various situations are possible.

Situation No. 1. The organization has employees who fill positions of the same name.

In this case, the employer can act on the basis of 2 options:

1. Ignore the instructions of Rostrud and introduce a payment that depends entirely on the points scored. However, there is a high risk that the worker will consider different wages as discrimination. This will lead to an argument.
2. Act in accordance with the instructions of Rostrud. Then the payment will be equal to the total salary and allowances from the general salary fund, calculated according to a separate formula. At the same time, a mixture with the time-based or piece-rate-bonus method is obvious.

Situation No. 2. The organization is small, all workers fill different positions.

In this case, the employer can safely use the point-based pay formula.

Payment Calculation Formula

The salary of employees when using the point method is calculated by the formula:

Salary = (employee points / total points of all employees) × total collective payroll.

The formula can be simplified if overall scores and the organization's payroll costs are stable. In this case, it is advisable to define the average cost of a point as the ratio of the organization's payroll to the total number of points scored by workers. Then the formula becomes simpler:

Salary = Employee Points × Average Point Cost.

Interesting: since the point system is a kind of tariff-free system, the calculation formulas are similar. When calculating earnings by the tariff-free method, the following procedure is used:

Salary \u003d Percentage of labor participation × General salary fund of the team.

An example of calculating payment by a point system

Consider the examples of the head of the organization and his assistant payroll using the point method. To determine their earnings, you must proceed in the following order:

Don't know your rights?

• determine the number of points scored by employees in accordance with the points table;
• determine the total number of points scored by all employees of the company;
• determine the size of the payroll of the organization;
• calculate payment.

The scoring table adopted in the company for the assistant manager is as follows:

This month, the assistant scored 17 points, the leader - 25 points.

If the total points of all employees is 100, and the payroll is 100,000, then the salary for an assistant will be 17 / 100 × 100,000 = 17,000, for the manager - 25 / 100 × 100,000 = 25,000.

Introduction by the employer of the points system

The transition to a point system or its initial establishment is carried out in accordance with the instructions of the Labor Code according to the following algorithm:

1. The head of the organization or another person with the necessary powers, in pursuance of Art. 135 of the Labor Code decides on the introduction or transition to a point system. At the same time, the circle of persons who are entrusted with the development of a draft local act is determined.
2. An employee or a group of employees, in pursuance of the decision, develops a draft act.
3. The project in accordance with Art. 135 of the Labor Code is transferred to the representative body, which must, on the basis of Art. 372 of the Labor Code to issue a reasoned opinion on the submitted draft no later than 5 days later. The countdown starts from the day the draft is received by the representative body.

If a trade union or representative issues a negative opinion about the project, then the employer's representative is required to hold consultations within 3 days in order to resolve the contradictions. If, in this case, a mutually acceptable solution is not found, the project may be submitted for approval, but the representative body has the right to appeal against it.

If the organization does not have a trade union or other similar body and there is no employee representative, then proceed to the next step.

1. When switching to a point system in accordance with Art. 72 of the Labor Code, the representative of the employer obtains the written consent of the employees.

Consent is not required if:

• the system is introduced into the organization as the first;
• the transition is caused by a change in technological or organizational working conditions, and the further application of the old order is impossible (Article 74 of the Labor Code).

1. The head of the organization or another person with the necessary authority approves the local act.
2. The employer, in accordance with Art. 22 of the Labor Code introduces all workers to the new act.

Advantages and disadvantages of the point system

Considering the essence of the scoring method and the order of its introduction in the company, it is possible to single out the main positive and negative features that take place when using it. The advantages include the following:

• Such a system is suitable for assessing labor devoid of specific indicators (for example, the number of goods produced), i.e. for assessing the activities of employees of the accounting department, personnel services, the secretariat, etc.
• As criteria, you can set exactly those factors that are decisive for the success of the employer. For example, in a larger organization, the criterion may be the volume and timeliness of the documentation being drawn up, and in a small one, the correctness of registration.

Among the minuses can be identified:

• "floating" amount of salary;
• complexity of use: for each period of payroll, it is necessary to re-evaluate the work of each employee;
• the emergence of a threat of conflicts between employees on the basis of establishing certain criteria as determining the number of points.

Let's summarize. The point system is suitable for organizations with a small team. It involves the calculation of earnings based on the correlation of the number of points scored by the employee and the total number achieved by all workers. The resulting ratio is multiplied by the total salary, and the final figure is the income of an individual employee. The point system, also known as the point system, differs from the rating and bonus calculation procedures. The introduction of a point system in organizations is carried out in a general manner, taking into account the opinion of representatives of the interests of workers, and in some cases, the workers themselves.