Economist on labor and wages - free course from the Russian School of Management, training, date: November 29, 2023.

Practical teacher, author of courses and master classes on human resource management. He has many years of experience as a HR director.

Business coach, labor law expert, author and presenter of workshops on HR administration and personnel management.

Current issues of personnel records management
• Documents of the organization. Mandatory and optional.
• Constituent documents. Charter
• Order on the appointment of those responsible for recording, maintaining and storing work books.
• Internal labor regulations. Payment Regulations. Regulations on the protection of personal data.
• Staffing.
• Vacation schedule.
• Work books and inserts for them. Books for recording the movement of labor books.
• Receipt and expense book for accounting of work book forms.
• Orders on labor relations. Shelf life.
• Mandatory local acts.
• Internal labor regulations.
• Payment Regulations. Staffing schedule.
• Regulations on the protection of personal data.
• Registration of labor relations.
• Procedure for registering labor relations.
• Part-time and combination.
• GPC agreements.
• Changes in the terms of the employment contract. At the initiative of the employee. For medical reasons.
• Vacations. Vacation schedule. Annual vacations without pay.
• Leave for pregnancy, childbirth and child care.
• Disciplinary action. Kinds. Procedure for issuance.
• Termination of an employment contract by agreement of the parties. Application procedure. Benefits for the employer. Exceptions.
• Contents of the employment contract. Fixed-term employment contract.

Legal regulation of remuneration and labor standards
• Regulation of wages.
• Remuneration is a key issue in labor relations.
• Regulatory acts regulating wages. Local regulations on remuneration.
• Terms of payment of wages.
• Other issues of wage regulation: changing the bank, indexation, issuing pay slips, allowances.
• Liability for late wages. Legal regulation of bonuses.
• Working hours: norm and deviations from the norm. Job descriptions.
• Non-standard cases when recording working hours.
• Irregular hours and overtime work, paperwork.
• Drawing up and changing job descriptions.
• Labor rationing. Changes in wages.
• Types of labor standards, their use in organizations.
• Working time photography: concept. Organizing work time photography. Using the results.
• Options for changing wages.

Building a wage system based on grades

• Fundamental approaches to developing a grading system. Positioning of the company in the labor market.
• Job evaluation: definition of basic positions and job evaluation procedure.
• Selection of job evaluation methods: simple ranking, integral method, point method with analysis of key factors. Advantages and disadvantages of each method. Discussion, selection of the most suitable method for the company.
• Development of salary structure. Using labor market surveys.
• Determining the optimal price for the position. The optimal ratio of the fixed and variable parts of remuneration.
• Selection of the control value of the salary scale for each position, determination of the width of the salary bracket, the overlap between the brackets and the optimal number of grades.
• Determination of salary growth within the range (grade).
• Development of a salary review plan. Examples of developing a system of job levels (grades) for a trading and manufacturing company.
Development of a bonus system. Performance management system. BSC Balanced Scorecard
• Development of goals and KPIs using the BSC methodology.
• Algorithm for developing an effective reward system. Development of a map of company goals and BSC - a balanced scorecard taking into account cause-and-effect relationships.
• What financial indicators do you want to achieve? Development of goals and indicators of the component.
• Goals and indicators of the client component.
• What internal business processes need to be improved.
• Development of the BSC table - a balanced scorecard.
• Development of balanced goal and KPI tables for top managers as a basis for performance assessment and remuneration.
• Examples of balanced goal and KPI tables for managers.
• Implementation of PM – performance management. Development of an effective performance-based remuneration system based on KPIs for main departments (production, sales).
• Basic principles of the Performance management system – performance management.
• Determining employee performance. Relationship between performance and remuneration.
• Goal and KPI tables for commercial departments. Calculation of performance and remuneration using the example of the head of the sales department.
• Goal and KPI tables for production departments. Calculation of performance and remuneration using the example of a workshop manager.
• 2 approaches to creating goal tables. Which to choose. Advantages and disadvantages.
• Remuneration tables based on performance.
• Development of an effective KPI-based remuneration system for supporting departments
• Algorithm for developing goals and KPIs for supporting departments.
• Formulas for calculating % of goals achieved and KPIs. An example of calculating the CSI index of internal customer satisfaction.
• An example of calculating performance and remuneration for the HR director, HR manager, recruiting manager, etc.
• Examples of goal tables and KPIs for supporting departments: head of the purchasing department, chief accountant, head of the marketing department, IT, etc.
• An example of calculating remuneration based on results (KPI) and competencies.

Personnel cost management (budgeting)
• The concept of budgeting, HR budget.
• Types of budgets, basic techniques and methods of budgeting.
• Types of costs (expenses) of the company.
• HR budget: local, functional.
• Classification and number of personnel, labor standards.
• Classification of personnel into categories and groups.
• List and average number of personnel.
• Labor rationing, examples of labor intensity calculations in personnel work.
• Formation of the payroll budget.
• Composition of labor costs.
• Payroll planning methods: traditional, direct, normative, by analogy.
• Examples of FZP calculations using different methods.
• Planning bonuses in the payroll fund.
• Formation of a budget for personnel selection and adaptation, training and development.
• Composition of costs for personnel search and adaptation.
• Planning of selection costs using traditional and direct methods.
• The procedure for forming a budget for personnel training and development.
• Examples of budget formation for personnel training and development using different methods.
• Analysis and justification of expenses, defense of the draft budget.
• Planning expenses for corporate benefits and events.
• Justification of payroll expenses using factor analysis.
• Examples of cost calculations based on factors causing budget deviations.
• Budgeting of personnel costs.
• The concept of budgeting.
• Classification and number of personnel, labor standards.
• Formation of the wage budget - payroll.
• Formation of a budget for personnel selection and adaptation, training and development.
• Analysis and justification of expenses, defense of the draft budget.