Time management and daily routine. Daily routine and work time regulations

Legislation regulates labor relations between an employee and an employer, including regarding the periods of time during which the employee works and rests. Rest time according to the Labor Code is:

• the time during which the employee is released from the need to work;
• time that the employee can dispose of at his own discretion.

Consequently, the employer is only concerned with the process of establishing an appropriate schedule for the employee’s rest. He has no right to manage this time.

Right to rest

Every person has the right to rest. This right directly follows from the provisions of Article 37 of the Constitution of the Russian Federation.

The Labor Code regulates working time and rest time in the relevant sections IV and.

The employee has the right to rest, which includes, among other things, the normal duration of work, as well as:

• breaks from work during the work shift (including for meals);
• rest between shifts;
• weekends and holidays;
• vacation.

The normal length of work shifts per week, as a general rule, should not exceed forty hours.

The specific daily work standard according to the Labor Code and the corresponding rest time are regulated by by-laws.

Such breaks, for example, could be:

• warm-up break;
• a break to ventilate and clean the room;
• taking a break to update the information needed to make good decisions.

Weekends and holidays

An employer will break the law if it requires employees to work on holidays and weekends. Going to work on these days can only be done with the consent of the workers themselves, expressed in writing (except for situations directly specified in Article 113 of the Labor Code of the Russian Federation).

Vacations

Rest time according to the Labor Code of the Russian Federation includes vacations.

During the annual main and additional vacations, the employee retains his job and average salary.

Issues of duration and payment of vacations are regulated by Chapter 19 of the Labor Code of the Russian Federation.

Working time regulations are type of documentation, which is used to clearly and consistently describe the responsibilities and options of each employee in order to prevent them from misunderstanding their own functions and purpose.

Within the framework of this document there must be specific and understandable presentation for ease of implementation and use in the workflow. It is important to avoid unclear and ambiguous phrases in these formulations.

Procedure for establishing a work schedule

Today, this term is commonly used descriptive features of the processes being performed within the framework of local documentation. There can be a large number of similar descriptions; it is very problematic to limit ourselves to one regulation or standard.

It is this order that acts as the main paper on the basis of which the work process is built. This is a kind of metronome that will allow you to perform job duties smoothly and clearly and work as a team.

A rationally planned procedure for establishing a work schedule allows you to ensure high-quality and productive solution to the following problems:

• the general focus of the team on opening new horizons and achievements;
• synchronization of all employee actions;
• continuous and balanced flow of the process even in the event of failures and unforeseen circumstances.

As a result of using this technique, the team begins to coordinated and harmonious work. This is facilitated by the formation of a unified range of concepts, requirements for inputs and outputs, and accessibility of information.

Simply put, work regulations are a set of rules related to decision-making by performers in various situations, in a single document. Such papers, related to the upper level, help display the overall principles of the enterprise, as well as goals and boundary marks.

As for lower-level documents, they include ready-made options that can be achieved through a set of activities.

Normative base

If you go through the Labor Code of the Russian Federation, you can find out that during the working day or shift, an employee has the right to lunch, rest, which will last no less than 30 minutes and no more than two hours.

This time has nothing to do with the work process. The more precise duration of this period of time is strictly regulated by the employer. In the lion's share of organizations, lunch takes away 1 hour, and since it is not paid, can be used strictly at the discretion of the employee.

If with the main lunch time everything becomes more or less clear, then with five minute breaks the situation is more complicated.

It is difficult to imagine a situation in which an office worker does not perform his job duties at the computer. It is in this regard that there are certain “outlets” within his working day. The law recommends that in order to prevent fatigue of employees using PCs for work, it is necessary to provide a mode that would allow alternating work formats.

If the format and mode are such that they require constant interaction with a personal computer, then breaks lasting 10-15 minutes should be organized hourly.

Of course, you need to take breaks in order to reduce the level of neuro-emotional stress, relax the visual muscles and ensure the fight against occupational diseases. A relieving factor is a walk along the corridor, a cup of tea, and communication with colleagues.

In the ideal vision of any employer, the work of all employees is strictly for the benefit of the company, and each of them strives for productive work and high-quality performance of their duties. But between the ideal picture and the real world there is a certain abyss.

In office life, for example, all workers can be divided into two categories - those who like to work tirelessly, and those who constantly take smoke breaks. It is clear that if representatives of the first group are proactive and constantly set themselves certain tasks, then the inhabitants of the second world are lazy and lack enthusiasm.

Let us consider the organization of labor in such an organization at practical example. For employees who perform duties using a computer, such breaks can be 50-90 minutes, provided that the working day in the office is 8 hours.

Traditionally, data on such breaks is present within the framework of the organization’s regulations in the form of a special order or labor regulations. So, in the process of hiring new employees, you should inform them about the work and rest regulations, taking written assurance.

It's best to prescribe breaks in advance. You can strictly specify their frequency, for example, at the beginning of every second hour, or make these elements floating. In order to control the time of an absent employee, they are used various time tracking services– from programs that are installed on a personal computer to corporate information systems.

If the staff smokes, the situation with them is much more complicated. Can the time for smoking breaks be included in the total number of breaks or counted separately? And how can we prevent smokers from constantly quitting?

The fight against this phenomenon involves a certain number of ways. Employers sometimes introduce a ban on smoking during work, but this creates a temptation to leave the company premises for a while. And to reduce wages only on this basis means violating the rights of smoking employees.

The best way is to make additional payments to non-smoking employees or extend the working day of smoking employees during smoking breaks.

Sample order

Working time regulations are accompanied by drawing up order. It must include a specific set of requirements and provisions:

• data about employees and their positions for which this document is generated;
• the time during which employees have the right to rest throughout the working day;
• a period that must be strictly worked out;
• signature of the boss/manager who compiled this document;
• date of document preparation.

An order is paper, which confirms the decision of the management team on the working hours of employees. It is compiled for each position separately and may include several individual points.

Features for an enterprise, store

In an ordinary enterprise, working hours are regulated by special document, which contains data on employees’ work and rest time.

For a classic working day from 8.00 to 17.00 or from 9.00 to 18.00, a lunch break is assumed from 13.00 to 14.00 or at other times. In addition, there are several five-minute breaks that must be taken every hour. They should be aimed at ensuring that the employee takes a break from his main work and devotes time to his own relaxation.

As for the store, the situation here looks similar. Workers should have a full lunch break and short “five-minute breaks.” Rest involves a lack of interaction with customers and privacy (i.e., it should not take place on the sales floor, but in the administrative office or staff room).

The duration of rest is 5-15 minutes depending on the type of employment and the direction in which the store operates.

Length of working week

The length of the working week should not be more than 40 hours. If this indicator is more important, we can talk about overtime days, which must be paid separately or as part of an increased tariff.

Types of recreation

For employees of enterprises in various fields of activity, it is provided several classic types of recreation:

• gymnastics for the eyes;
• small charge;
• tea party;
• communication with colleagues;
• relaxation and meditation;
• listening to music.

Large promising enterprises today are engaged in active promotion of this policy and offer their employees a combination of all these types of recreation.

Additional information on breaks during working hours is presented in the video.

To maintain strength during the working day, a person needs a break to rest and eat. This aspect is noted in the Labor Code of the Russian Federation. If you encounter difficulties in providing free time for rest at work, pay attention to the content of this article and find out about your rights guaranteed by law.

Minimum break for rest and food for a worker during the working day according to law

Various aspects of labor relations between employees and the employer are regulated by the Labor Code. The provisions of the relevant legal act indicate the time allocated by law for personnel rest. In addition, the content of the company’s labor charter, which specifies the time for lunch, is important. The internal regime of the organization must comply with the rules of the law.

• Lunch time during the day cannot be less than established by law, i.e. 30 minutes;
• The maximum time allotted for rest and eating is 2 hours;
• At individual enterprises, internal regulations may establish several intervals for recuperation.

Types of breaks at work

The Labor Code of the Russian Federation has reviewed and noted a list of possible types of breaks during the working day. This list should be included in the internal labor regulations.
The following classification of pauses during work has been established:

• General break for rest and lunch;
• Special - provided to workers of certain professions. The duration of the intervals is determined by the complexity of the organization and production technologies. This time must be included in working hours;
• Time to feed the child - this process is carried out for 1.5 years. An employee has the right to take breaks every 3 hours. You should spend at least one hour doing this. Also, such time can be provided to persons raising a child on their own;
• The law provides for the provision of several breaks for workers in cold conditions, in open, unheated rooms;
• At the request of the manager, the organization’s regulations may prescribe additional intervals to maintain the strength and health of employees.

The time provided for nutrition and relaxation is not paid by the employer. The employee has the right to dispose of the free period as he wishes. If the management of an organization neglects to provide employees with free time for rest, then it is obliged to pay for this time. Voluntary performance by an employee of work duties during the lunch period does not mean that remuneration will follow.

The Labor Code of the Russian Federation does not provide for smoking breaks. But if the employer strictly prohibits this event during the working day, a lawyer can help you defend your right to a break or challenge fines.

Technical breaks during the working day

In certain types of work, employees may be provided with technical breaks during the working day. Their number and duration are determined by the nature of work activity and are noted in the internal regulations. As the law states, this period can be 10-15 minutes every hour or hour and a half. As a rule, such breaks are paid by the head of the enterprise.

Paid breaks during the working day

If you are a worker in a certain type of profession, then by law you have the right to several breaks a day. The time allocated for relaxation must be paid for by the employer. In addition, time provided to breastfeeding women is subject to payment.

Remember that the legislation of the Russian Federation is on the side of the workers, so even the temporarily unemployed can receive borrowed funds. Loans for the unemployed

Breaks during the working day at the computer

A distinctive feature of working at a computer is its monotony, immobility and tension. Such work activity carries certain risks to human health. Therefore, a desirable condition for such work is the provision of several breaks during the working day.

It should be noted that the Labor Code does not directly control this aspect. However, this does not mean that the employer is not obliged to provide workers with breaks.

In accordance with other legal acts and regulations, the employee must be ensured safety and health. This implies the need to provide short breaks for those working at the computer.
Women who work at a computer should be given regular rest time. This period is equal to 5-10 minutes every hour.

Breaks during the working day during physical activity

In accordance with the provisions of labor legislation, a list of professions has been determined whose representatives must receive several short breaks during the working day. This category includes persons involved in physical labor. During work, to restore their strength and raise their tone, they have the right to periodic pauses. The duration of these intervals should not be less than 15 minutes.

Breaks during the working day for shifts

The labor legislation of the Russian Federation notes the right of employees to rest between shifts. This period represents the time at which work ends and starts the next day. However, a more detailed idea of ​​the days off between shifts should be spelled out in the internal regulations of the organization. As a rule, the work schedule should be established so that the duration of rest for an employee on shifts is twice the duration of working time.

During working hours, the employee must fulfill his work obligations. There are situations when an employer neglects its responsibilities and violates the legal rights of workers. To avoid such arbitrariness, you need to be aware of your rights. To do this, it is recommended to familiarize yourself with the content of labor legislation.

What is the validity period of a disciplinary sanction against employees under the Labor Code of the Russian Federation?

Any employee has the responsibility to work impeccably, carry out the instructions of the owner specifically and on time,...

Probationary period for hiring according to the Labor Code of the Russian Federation

The Labor Code allows you to assign a trial period to a future employee who is employed by a specific organization. This time…

Financial assistance for vacation under the Labor Code of the Russian Federation

Additional payment for vacation is a method that allows you to thank employees for quality work done. U...

Refusal to hire under the Labor Code of the Russian Federation

If an employer decides to hire a new employee to his company, he must evaluate his professional qualities.…

Time management and daily routine. Daily routine and work time regulations

1. Time management and daily routine.

219. The distribution of time in a military unit is carried out in such a way as to ensure its constant combat readiness and create conditions for conducting organized combat training of personnel, maintaining military discipline and internal order, educating military personnel, increasing their cultural level, comprehensive consumer services, timely rest and reception food.

The total duration of weekly service time for military personnel performing military service under a contract, except for the cases specified in paragraph three of this article, should not exceed the duration of weekly working time established by federal laws and other regulatory legal acts of the Russian Federation. The length of service time for military personnel undergoing conscription service is determined by the daily routine of the military unit.

Combat duty (combat service), exercises, ship voyages and other events, the list of which is determined by the Minister of Defense of the Russian Federation, are carried out if necessary without limiting the total duration of weekly duty time.

Military personnel undergoing military service on conscription, as well as military personnel undergoing military service under a contract in military educational institutions of vocational education, formations and military units of permanent readiness and training military units, are provided with at least one day of rest weekly. The rest of the military personnel performing military service under a contract are provided with at least one day of rest weekly, but not less than six days of rest per month.

220. Rest days are provided to military personnel on weekends and holidays, and when they are involved in military service duties on these days, rest is provided on other days of the week.

Military personnel performing military service under a contract (with the exception of military personnel specified in Article 221 of this Charter), involved in the performance of military service duties on working days in excess of the established duration of weekly service time, as well as for events carried out without limiting the total duration of weekly service time, rest is provided as compensation on other days of the week by the decision of the commander of the military unit (unit), taking into account the need to maintain combat readiness and the interests of the service.

If it is impossible to provide as compensation to military personnel serving under a contract, rest of the appropriate duration on other days of the week, the time spent performing military service duties on weekdays in excess of the established duration of weekly service time, on weekends and holidays, taking into account the time required for the military personnel to arrive at place of duty from the place of residence and back, as well as the time of participation in events carried out without limiting the total duration of weekly service time, are summed up and provided to the specified military personnel in the form of an additional day of rest, which can be added to the main leave. The specified time (in hours and days) is recorded by the unit commander in a journal, the accuracy of the entries in which is confirmed weekly by the signature of the serviceman.

Military personnel undergoing military service under a contract, participating in events that are carried out if necessary without limiting the total duration of weekly service time, at their request, instead of providing an additional day of rest, may be paid monetary compensation in the amount of salary for each additional day of rest required. The procedure and conditions for payment of monetary compensation are established by the Minister of Defense of the Russian Federation.

Information on the number of additional days of rest, payments of monetary compensation instead of providing additional days of rest added to the main leave, is submitted by the unit commander to the headquarters of the military unit.

221. Military personnel undergoing military service in formations and military units of permanent readiness, transferred in the prescribed manner to be staffed by military personnel undergoing military service under a contract, additional rest if they are involved in the performance of military service duties on working days in excess of the established duration of weekly service time, and participation in events held without limiting the total duration of weekly service time is not provided.

Charter of the Internal Service of the RF Armed Forces

dated November 10, 2007 N 1495

2. Daily routine and working time regulations

222. The distribution of time in a military unit during the day, and according to some provisions during the week, is carried out by the daily routine and regulations of service time.

The daily routine of a military unit determines the timing of the implementation of the main activities of daily activities, study and life of the personnel of the units and the headquarters of the military unit.

The service time regulations for military personnel performing military service under a contract, in addition to the daily routine, establish the timing and duration of the performance of daily activities by these military personnel arising from the duties of military service.

The daily routine and regulations of service time are established by the commander of a military unit or formation, taking into account the type and type of troops of the Armed Forces, the tasks facing the military unit, the time of year, local and climatic conditions. They are developed for the period of training and can be specified by the commander of a military unit (formation) for the duration of combat firing, field trips, exercises, maneuvers, ship voyages, combat duty (combat service), service in daily duty and other events, taking into account the specifics of their implementation .

The daily routine and regulations of service time are in the documentation of the daily work order, as well as in the headquarters of the military unit and in the offices of the units.

223. The daily routine of a military unit must include time for morning physical exercise, morning and evening toilet, morning examination, training sessions and preparation for them, changing special (work) clothing, cleaning shoes and washing hands before meals, eating, care for weapons and military equipment, educational, cultural, leisure and sports work, informing personnel, listening to the radio and watching television, receiving patients at the medical center, as well as time for the personal needs of military personnel (at least two hours), evening walk , evening verification and at least eight hours of sleep.

The intervals between meals should not exceed seven hours.

After lunch, there should be no classes or work for at least thirty minutes.

224. The regulation of service time for military personnel undergoing military service under a contract should provide for the time of their arrival at and departure from service, break time for meals (lunch), independent preparation (at least four hours), daily preparation for classes and time for physical training (total duration of at least three hours per week).

When determining duty time regulations, the need for military personnel to perform official duties in accordance with the daily routine, as well as to carry out activities aimed at maintaining the military unit (unit) in constant combat readiness, is taken into account.

The regulation of service time when serving on daily duty is determined by general military regulations and relevant instructions.

Round-the-clock duty in a military unit (unit) of officers, warrant officers and midshipmen, as well as sergeants and foremen doing military service under a contract, not included in the daily duty, can be introduced only in exceptional cases for a limited time by the commander of the troops of a military district, front, fleet , army.

225. Every week, usually on Saturday, the regiment holds a park and maintenance day for the purpose of servicing weapons, military equipment and other military property, re-equipping and improving parks and educational facilities, putting military camps in order and performing other work. On the same day, general cleaning of all premises is usually carried out, as well as washing of personnel in the bathhouse.

In addition, in order to maintain weapons and military equipment in constant combat readiness, the regiment holds park weeks and park days with the involvement of all personnel.

Park weeks, park and park-economic days are carried out according to plans developed by the regiment headquarters together with the deputy regiment commanders for armament and logistics and approved by the regiment commander. Extracts from the plans are communicated to the departments.

To manage the work on park maintenance days, primarily for the maintenance of weapons, military equipment and ammunition, the required number of officers, warrant officers and sergeants are appointed.

226. Sundays and holidays are days of rest for all personnel, except for persons on combat duty (combat service) and service in daily and garrison duty. On these days, as well as in free time from classes, cultural and leisure activities, sports competitions and games are carried out with the personnel.

On the eve of rest days, performances, films and other events for military personnel undergoing military service upon conscription are allowed to end one hour later than usual.

On rest days, it is allowed to rise later than usual, at an hour set by the commander of the military unit; morning physical exercises are not carried out.

Charter of the Internal Service of the RF Armed Forces
approved by decree of the President of the Russian Federation
dated November 10, 2007 N 1495

Work regulations are a document designed to clearly describe the functional responsibilities of each employee in order to avoid difficulties with their understanding of their purpose and to prevent repeated briefings of new employees.

You will learn:

• What are working regulations?
• Why does the organization need it?
• How to write and implement work regulations.
• What mistakes are often made when writing regulations?

Why do we need work regulations?

The regulations prescribed in the document are the fundamental document for the enterprise, on the basis of which the work process is built. The work regulations are a kind of metronome, thanks to which the musicians perform melodies harmoniously and clearly, and the entire team and each individual performer work harmoniously at the enterprise.

An example of the text of the regulations was prepared by the editors of the magazine “Commercial Director”.

The term “coherence” implies the following:

• Each employee aims to achieve set goals, which together lead to the achievement of a common result;
• All employee actions are synchronized;
• The process continues seamlessly, even if there is a change in management or the dismissal of one of the employees.

The team begins to work harmoniously as a result of the creation of a single set of concepts, accepted general requirements for the inputs and outputs of established subprocesses, the availability of information about the progress of processes, and temporary or periodic synchronization of actions.

Work regulations are a combination of rules on decision-making by performers in different situations into one document. It should be noted that such top-level documents reflect the general principles of the enterprise, goals and decision-making boundaries, while lower-level documents contain ready-made solutions that can be achieved as a result of a set of actions. All this allows us to find the optimal “intellectual load” that will be assigned to the final performers. They will no longer need to waste time thinking about simple actions; they will be able to direct all their efforts to solving more important and highly specialized problems.

Thanks to the use of standardization, the average level of employee competence increases noticeably, which leads to an overall increase in quality and a reduction in the cost of processes. Standardization leads to the effect of “lean production”.

From the point of view of the law, work regulations simplify internal interactions between departments or employees in an enterprise, significantly facilitating the task of management and reducing the bureaucratic threshold. At an enterprise where there is no application of work regulations, and there is only one option for interaction between departments - through management, the initiator draws up an official letter to the manager, who, after signing, sends it to another manager. And so on until the letter reaches directly the person whose employees must complete the work initiated in the letter. This can be avoided if the regulation gives employees the opportunity to interact directly with various departments of the enterprise.

The working regulations at the enterprise include:

• Mandatory processes subject to regulation based on current legislation;
• Typical processes that require specific instructions for action;
• Processes that require the participation of a large number of employees or the processing of a significant amount of information;
• Processes that require large financial investments;
• Processes of increased importance for clients;
• Processes that require extreme transparency.

Most often, company management prefers to regulate processes such as:

• Customer service and developing relationships with them;
• Supplying the enterprise with all the necessary resources: financial management, management accounting, working with contractors and suppliers, budgeting, personnel policy, working with equipment;
• Maintaining the functioning of the enterprise itself: implementation of security systems, document management, coherence of management and control bodies.

• Head of sales department: how to become an excellent manager

How to develop rules for communicating with clients

The introduction of service standards will allow a company to increase revenue and customer satisfaction with its products or services. Find out how to implement it and what to include in it in the article in the electronic magazine “Commercial Director”.

Types of working time regulations

1. Regulations that regulate all activities of the enterprise as a single legal entity (charter, mission, founders’ agreement, internal regulations, etc.);
2. Regulations aimed at regulating the work of personnel (regulations on departments, workplace models, job descriptions, contracts, etc.);
3. Regulations providing information support (paperwork, documents, classifiers, standard data banks, etc.);
4. Regulations that regulate the procedure for working with equipment in the workplace (placement, passport, operating instructions, etc.);
5. Regulations that allow you to visualize the management process (matrix of functions, graphical processes, technological maps, etc.).

• Team building as a way of ideal personnel management

Do you need work regulations in the office?

Many distracting actions from the main work process are increasingly pushing managers to draw up strict regulations for the working day. What should you consider?

The Labor Code of the Russian Federation informs us that every employee has the right to a break during the working day lasting at least 30 minutes, but no longer than two hours. This time is not considered working time, and its duration is regulated solely by the employer.

As a rule, many organizations allocate 1 hour of time for lunch, and since it is not paid, the employee can spend it at his own discretion. It turns out that with the main break time, which usually starts 4 hours after the start of work, everything is less clear, but with the periodic absences of employees for “smoke breaks” and other “five-minute breaks” the situation is more serious and requires a more thorough investigation.

90% of office work involves working on computers. The law recommends: in order to prevent fatigue of employees who are at personal computers, it is necessary to alternate their activities, changing work on a PC to employment without it.

If the format of the enterprise’s activities requires constant interaction with a PC, then it is necessary to organize breaks of 10-15 minutes every hour. This will help reduce neuro-emotional tension, relax the visual muscles and provide resistance to physical inactivity. Even a walk around the office, a short relaxation in the employee lounge, a glass of water or a cup of tea will help relieve the work day.

It so happens that in any team, employees are divided into 2 categories: workaholics and lazy people. The first are obvious workers and leaders of production; they take the initiative with responsibility and joy; having completed their part of the work, they switch to helping their underperforming colleagues, and solve the problems of the enterprise in addition to those prescribed to them by the work regulations. The latter do as much as the regulations provide, but more often – less. Having completed the work within the limits of their duties, they spend time on social networks, drink tea a lot and communicate with each other.

You can limit the break time for employees who work in offices at computers from 59 to 90 minutes if the working day is 8 hours. Basically, information about breaks is indicated in the regulations of enterprises in the form of labor regulations or orders from the director. Each new employee is notified of the rules for recording working hours upon signature. If rules and regulations change, the team must be officially notified about this. In the event of a one-time failure to comply with work regulations, the employee must be subject to disciplinary action. Continued violation will result in dismissal.

Working time regulations must provide for written indication of break times. It is advisable to strictly indicate the duration and periods of breaks during the working day. In order to control the time employees are absent from the workplace, there are special time tracking programs. These can be applications installed on an employee’s PC, or professional software in the form of corporate information systems. The elementary way has always been and remains a sticker on which the break time is indicated.

It is even more difficult to develop regulations for smoking employees. The employer is faced with a dilemma: should the time for “smoking breaks” be counted in the total time of breaks? And how can we counteract the frequent absences from the workplace of heavy smokers?

There are many practices to combat this phenomenon. Here are examples of some of them:

• Introduction of a smoking ban on the premises of the enterprise. Application is not always effective due to the risk of delays due to “running around the corner.”
• Increasing wages for employees without bad habits. This is a great motivator. In addition, lowering the salaries of smokers will be a violation of civil rights.
• Increasing the working day of smokers during smoking breaks. This option is quite viable. All that remains is to set up a time tracking program.

How to suppress resistance if employees do not want to accept work regulations

Eight tough but working ways to suppress staff resistance are suggested by the editors of the Commercial Director magazine.

Working regulations: pros and cons of implementation

Written documentation of any repetitive actions of employees, deadlines for completing various tasks;

The workload of managers regarding issues of explaining responsibilities to staff is reduced. Such regulations will be especially effective in those enterprises where there is a frequent change of employees in the same positions, shift work;

Thanks to a well-written description of the work process, it is possible to minimize disagreements between employees and eliminate management interference in the work process before the regulations are approved. This process works like this: let’s say there is a regulation that is approved by the general directors and does not raise any questions. But, if questions arise and have a significant basis, then we change the work regulations. Thus, the organization’s activities become predictable;

When drawing up regulations at an enterprise, you can step-by-step analyze existing business processes and prevent duplicative actions and unnecessary details, thereby saving enterprise employees from the need to do “empty” work, simply because it was “the way it was done.” After all, everyone knows that wasted time by an employee means a lack of profit or a waste of the organization’s money;

A regulation is a detailed process or a set of measures taken, laid out on the shelves, taking into account all the nuances. The procedure for its implementation can be carried out once, and subsequently amendments and additions can be made if necessary;

It is enough to implement a system of regulations in the main processes of the enterprise in order to easily determine the structure of activities and simplify the process of managing and monitoring results;

The application of regulations is complicated during a crisis, when an enterprise is not going through its best moments;

You need to understand that the introduction of strict regulations, like any established framework and standards, often suppress the manifestation of creativity and initiative in some processes (for example, in sales). The reason is easy to explain. When an employee has his actions outlined point by point, he does not have to invent something new and his own. But, however, no regulation by itself will answer all questions. With its help, an employee can only learn to navigate a frequently recurring situation;

Work regulations drawn up poorly can harm existing business processes in an enterprise and even increase costs. Many managers are fixated on the centralization of everyone and everything in the enterprise. For example, in one of the capital's enterprises they introduced regulations requiring that all document flow be carried out through their central office. This was aimed at streamlining document processing processes and reducing the rates of local specialists, that is, it was initially planned to reduce costs. But in practice, the opposite happened: subsidiary offices in the regions sent all documentation to the head office for acceptance, which extremely slowed down their work. At the central office, a situation of increased workload has developed, which led to the need to increase staff and other unnecessary expenses. Thus, the set goal was not achieved; the result turned out to be exactly the opposite.

Before developing work regulations in production, you need to put things in order

Dmitry Kim,

General Director of the company "Apatit-Electromashservice", Apatity (Murmansk region); Candidate of Sociological Sciences

Relatively recently, in June 2012, our company embarked on a path of change. First of all, the organizational structure of the company was subject to change. We formulated goals in the Smart format, developed internal corporate values, chose the direction of team formation, opened our own university, and established communications within our organization. We are currently developing a new system of motivation and remuneration and are faced with the fact that the level of tasks does not correspond to administrative regulations. We already see the pros and cons, we understand how it would be better to change the existing document flow system.

Perhaps, like any enterprise, we have our own standards. Having familiarized ourselves with them in detail, we realized that they are all of the same type and do not reflect the essence of process management. Two types of regulations for management activities have been identified:

• Management structure regulations. These are standard documents that help streamline interactions between managers when performing their assigned tasks. This type is provided for by law and includes all the documents necessary for the enterprise: regulations, staffing, job descriptions, safety instructions, etc. At our enterprise it was impossible to even remember the list of all these papers, let alone their execution!
• Regulations of management processes. These documents define the procedures for performing various types of operations. Their appearance is often due to a problem occurring in the enterprise or a too expensive way to solve it. They appear rarely, although they significantly bring results and simplify the work.

Structure and details of the working regulations

As a rule, the regulations consist of the following main sections:

1. General provisions.
2. Terms, definitions, abbreviations.
3. Process description.
4. Responsibility.
5. Control.

A more detailed description of the contents of the sections is given in the table:

Chapter
General provisions	Purpose of the regulatory document (This regulation defines the procedure...); Scope of its application: objects or employees of the organization that are affected by the regulation; Regulatory documents on which the new regulation is based (if any); The procedure for approving or canceling the regulations; Making changes and amendments.
Terms, definitions, abbreviations	Definition of terms used; decoding of abbreviations and abbreviations used in the text of the regulations. Terms should be ordered alphabetically. Each of them is written on a new line in the singular, and its definition is indicated through a dash without the word “this”. It is recommended to use legislative acts, state standards and other regulatory documents as sources for definitions.
Process description	Step-by-step description of the process. For convenience, this section is divided into subsections, each of which defines the next stage of the process. The section identifies the workers involved in the implementation, describes the actions of each and the results
Responsibility	Participants in the process are liable for failure to comply with the provisions of the regulations (disciplinary, administrative, criminal). The latter refers to complex production processes associated with risks to the health and life of employees.
Control	Indication Full name an official who is appointed responsible for monitoring the implementation of the regulations, and, if necessary, the means of control are indicated.

The main details of the document include:

• Name of company;
• Date and number of the document, place of its preparation;
• Approval stamp;
• Title of the document;
• Document text;
• Application (if any);
• Visa approval.

All of the above details must be completed in accordance with the requirements of GOST R 6.30-2003.

What to indicate in the work regulations appendix

An ideal option as an annex to the regulations would be a business process model. It is usually depicted in the form of a flowchart, but it is also possible to display the main parameters in a table or even verbally describe the process. A graphical representation of a business process model is created using computer applications.

Initially, this diagram resembles an intricacy of lines and geometric shapes, but upon closer examination it becomes clear that the scheme encrypts a strict order of actions for performing various processes. Specifically, the diagram depicts the office work process. Visualization of the diagram is in most cases easier to perceive and understand than text documentation. The diagram clearly shows the beginning of each stage, the interaction between the stages, and how it all ends.

Our schematic model of the business process about “coordination of a draft document” highlights such important parameters of the business process as inputs and outputs, clients and participants. If a new employee becomes familiar with this scheme, he will immediately be prepared to perform certain functions at a certain stage and will know how to behave in a situation related to this process.

Work regulations relieve the manager of the need to engage in petty control

Denis Rogalev,

General Director of the Techno plant, Ryazan

At the beginning of my management at the enterprise in 2010, we produced about 100 thousand tons of finished products per year, which was significantly lower than the plant’s productivity stated in the passport (it is equal to 180 thousand tons per year). We had to raise the bar and increase the plant's capacity. To do this, we developed new descriptions of processes, with the help of which we managed to identify problem areas on site by managers and immediately eliminate them by creating regulations for organizing workplaces.

It took us almost six months to finalize the regulatory documents. All this time we worked in a mode of increased discomfort. But after 6 months of developing solutions, appointing responsible people, defining clear deadlines for implementation, we came to the main conclusion and created work standards under which the manager did not need to control every step of the people subordinate to him. This contributed to the recording of working time and control over the execution of work.

I had to create each new process description from scratch, although I did not have the proper experience at that time. We started by describing standard operating procedures, implementing lean manufacturing, and after a while most of the processes returned to normal. With experience, the creation of regulations follows a clear algorithm of actions, and in the last year alone, 15 new standards have been launched at our plant.

How to develop work regulations: step-by-step instructions

Step 1. Determine the subject of the regulation.

Step 2. Identify the person responsible. One employee should be responsible for the regulations and will be responsible for implementing this process.

Step 3. Hold a team meeting. If a work process is regulated in which the interests of several departments collide, then it is important to launch it correctly - to hold a meeting of key participants in the process. The employee responsible for the work regulations must explain how important the issue under discussion is for the company and how best to resolve it. It is necessary to listen to the opinions of all interested employees and take into account their wishes.

Step 4. Describe the process. The scope of the description depends on the specific business process. If this process is not complex, and the employee who is responsible for it has a detailed understanding of all the stages of its implementation, then it is better to instruct him to draw up regulations on his own. After this, he must discuss it with the rest of the meeting participants.

If the process is complex, then each participant must do their part of the work. Afterwards, all materials are compiled into one document and discussed.

Step 5. Discuss future regulations. The basic text of the working regulations should be presented to all group members for discussion with a view to its subsequent adjustment. Each participant expresses his opinion, makes comments, puts forward proposals and justifies them.

Step 6. Approve the regulations. After discussion, the text can be adjusted and then approved by the General Director. The regulations are approved in two ways:

• Directly (the manager signs the document with his own hand);
• Indirectly (by issuing an order). In this case, the registration data of the order will be included in the approval stamp.

Write clear instructions

Alexander Gruzdev,

CEO and owner of the Vihar company, executive director of the VG Ultra company, Moscow

Our company has a position of quality director (or quality manager), who is responsible for drawing up regulations. It adheres to the following stages in compilation:

• Definition of work processes;
• Building a diagram of processes and their interactions with each other;
• Detailed description of processes;
• Drawing up the text of the regulations.

A quality specialist studies the work routines of employees in various departments to create descriptions of standard situations, for example: “The gas station must be inspected using the following technical means... Upon completion, a detailed report must be written.” A quality service specialist must have a complete understanding of all work processes, know the job responsibilities of company employees, and have the appropriate level of qualifications and professionalism.

We pose pressing questions and try to form a picture of the process

Leonid Volkov,

independent member of the board of directors of JSC Concern Chuvashgossnab, Cheboksary

The algorithm for developing regulations in our company consists of several stages:

1. Defining the final goal. We are trying to identify additional competitive advantage obtained through the implementation of business process regulations. The set goal should be extremely clear to every employee in the organization. Otherwise, following the regulations will become an additional burden and turn into an “obligation”.
2. A comprehensive study of an existing business process helps to identify weaknesses and create the opportunity to optimize business processes.
3. Business process optimization and design. When designing, we provide for a couple of scenarios: either we leave the old one, or create a new one from scratch, or adjust the existing one.
4. Documenting the process. The handwritten version of the business process project is transferred to electronic form.
5. Implementation of a business process. The fundamental factor is that each participant in the work process has an idea of ​​what exactly he should do and how achieving the result will affect his pay.

All stages take place in the form of open discussion. The leading role in creating regulations is given to the head of the working group or the project manager: it is he who will be responsible for the final development and implementation of business processes in real practice. The task of this person is to ask tough questions and be able to present a clear picture of the process, because each participant looks at the same process from his own point of view, and an objective picture can only emerge when everyone is interviewed and listened to. Everyone must be aware of their responsibility in creating business processes. Sometimes companies hire third-party consulting firms to develop work procedures, and this is one of the serious mistakes. Yes, they will be able to describe for you what, to whom and how to do it. But, for the most part, your company’s employees will treat this document as foreign. It will not take into account all the subtleties and nuances of interaction within your enterprise.

Depending on the complexity of the project, its development takes from four months to a year. This is precisely the period when the implementation of the new regulations will produce results.

How to implement work regulations

Once all interested parties have given their consent, a plan of further action must be prepared to launch the regulation. This plan can be an order or an appendix to the order approving the work regulations. Actions include:

• Recognition of previous local regulations as having lost their force.
• Introducing new local regulations to activate the work of the new regulations;
• Development of new local regulations that will be needed to work under the new regulations;
• Finalization or implementation of new modules of automated information systems;
• Production of new forms of non-unified documents used in accordance with the adopted regulations;
• Changes and/or additions to the staffing table;
• Searching for candidates for new positions, appointing or transferring employees to new positions;
• Training process performers in new work rules;
• Explanatory work among the executors of the process;
• Support by members of the working group (developers of the regulations) of the work of performers within the framework of the new process (“pilot-industrial operation” of the new regulations);
• Adjustment of the text of the regulations based on the results of “pilot-industrial operation”;
• Introduction of an adjusted version of the regulations;
• Determination of quality control procedures for regulations.

After the working group has decided on measures to implement the new process, the head of the enterprise issues an order to approve and put into effect the new regulations. It should be noted that due to the duration of the activities, the dates of approval and entry into force of the document will vary.

As practice shows, work on the regulations will continue after its adoption and implementation into the work process. This is due to the fact that business is changing, practice reveals pinpoint nuances and errors, details that were not noticed by the working group. In this regard, work on the optimal option continues for a long time. When the volume of changes and additions becomes large enough, a new edition of the regulations should be released. Such a proposal should be made, first of all, by the employee whose responsibilities include monitoring the implementation of the regulations.

Work on the text of the regulations must be carried out by the “holder”, who has the necessary knowledge both in the essence of the regulated process and in the principles of working on texts of a local and regulatory nature.

What role does the general director play in regulating processes?

The participation of the company's chief executive in the regulatory process depends on:

• From the subject of the regulations. When developing regulations for revising prices or making changes to the product range, the participation of the general director is necessary, since important decisions can be made and responsibilities can be redistributed.
• On the efficiency of execution of the described process. If it is necessary to document an established process, the CEO should not delve into the essence of the issue. But, if a key issue regularly gets out of control, then it is important for the manager to monitor the approval of this regulation and monitor the process of its implementation.
• From stakeholders. In situations where regulations governing the interaction of several divisions of an enterprise, whose managers are equal in status, are being discussed, and important strategic issues are being discussed (for example, pricing, where lawyers, sellers, manufacturers, suppliers, etc. are involved), then make decisions on The general director must comply with this regulation.

9 common mistakes in work procedures

1. The regulations are divorced from practice. It is very important to entrust control over the creation of regulations to a person who is directly related to the work process at the enterprise. Let's say that when a company has grown to a large size, management may allow the creation of a special department that will deal with business development. It is this department that is entrusted with the creation of regulations. Such a department sets the task of describing everything that happens at the enterprise, but for what purpose this is done is not important to them. When regulations are written by people who are not involved in the actual work process, then the person actually managing this process will not act according to the drawn up scheme. That's why the regulations don't work.
2. There is no flexibility in the regulations. Many people try to describe in as much detail as possible the processes involved in drawing up regulations. This occurs due to ignorance of the difference between writing regulations and describing processes. But, if the task is to automate processes, then such detailed descriptions are designed to help people. When exactly does the need for regulation arise? When a large number of workers take part in a real process, the actions duplicate each other, but everyone interprets them in their own way (deadlines, responsibility, etc.). The drawn up working regulations are aimed at eliminating all discrepancies and disagreements: the action is such and such, once a month, such and such is responsible, etc. And we need to take into account the need to provide performers with a certain freedom of action so that they can make decisions in certain situations (not to answer the client within an hour, but to do it immediately if the situation requires it).
3. No incentives. In the absence of a high-quality motivation system, no regulation will help. If the document states that the financial department must put its visa in the contract within two days, then this entry can be interpreted in two ways. In the first case, the financier may not take any action before the evening of the second day; in the second case, the agreement must be endorsed by the financiers under any circumstances, but it is better to do this faster. Thus, people must be motivated to comply with the regulations.
4. Large amount of text. The optimal document size is no more than 5-7 pages.
5. Complexity of the text, long compound sentences. It is preferable to reduce phrases to specific and understandable sentences.
6. Synonyms are used in terms and names. It is important that the term once mentioned is used throughout the text.
7. Abbreviations are used without decoding. Unacceptable. Any abbreviation requires decoding (in parentheses or as a footnote).
8. Specific performers are not identified. It is very important to know the people responsible for implementing a particular regulation.
9. Not all steps are described. There are times when actions that are frequently repeated during work seem obvious. But they still need to be described in detail, since the regulations will be intended for beginners as well.

Information about the author and company

Alexander Gruzdev, General Director and owner of the Vihar company, Executive Director of the VG Ultra company, Moscow. VG Ultra is the official representative of the Belarusian company Belatra in Russia, a manufacturer of software and processor devices for slot machines. The company was founded in 2005 and has a staff of eight people.

Leonid Volkov, independent member of the board of directors of OJSC Concern Chuvashgossnab, Cheboksary. OJSC Concern Chuvashgossnab was created on the basis of the Gossnab of the Chuvash Autonomous Soviet Socialist Republic. The company has an 80-year history. The main activities are wholesale trade in construction and finishing materials and management of office and warehouse complexes. The company's turnover in 2006 amounted to $25 million. Staff: 190 people.

Denis Rogalev, General Director of the Techno plant, Ryazan. LLC "Plant "Techno" Field of activity: production of thermal insulation materials; the largest of six plants for the production of mineral wool products of the TechnoNikol company. Number of personnel: more than 400.

Dmitry Kim, General Director of the company "Apatit-Electromashservice", Apatity (Murmansk region); Candidate of Sociological Sciences. LLC "Apatit-Elektromashservice" Field of activity: mechanical engineering, repair of electrical machines, maintenance of mining and processing equipment, quarry equipment; the company is part of the Phosagro Group of Companies. Territory: head office - in Apatity, branch - in Kirovsk (both - Murmansk region). Number of personnel: 1200 (in 2013).