Regulations on the educational and methodological department of the CNC. Subjects of management activity in the university

In general, the number of teaching staff in the field of higher education in the world has reached 6 million people. Approximately 40% each falls on developed and less developed countries, and about 15% - on countries in transition. The average student/teacher ratio is 14:1. Higher ratio (17:1) in North America, lower ratio in transition countries (11:1).

Personnel management is the most important component of the management of each enterprise and organization. “Personnel decides everything,” but personnel can also be the main reason for failure. There are 4 key problems in the management of the teaching staff of the university. These are age, qualification and job structures and remuneration. Each of these problems requires control by the administration and the development of principles for solving, prospective and current management. In this publication, one problem will be considered - the age structure of teaching staff.

The effectiveness of the educational process, the prestige and prospects of individual scientific and pedagogical schools and the university as a whole depend on the state of the teaching staff of the university. The age composition of the staff determines the continuity of knowledge in the scientific and pedagogical school, the activity of mastering new areas of knowledge, the breadth of the university's relations with enterprises and organizations. The main difficulty of the problem of the age structure lies in the objective connection between the admission of a new employee and the simultaneous dismissal of one of the employees. And here the leaders of the university, faculty and department have to solve difficult psychological issues. It is necessary to fire a teacher who has been working for a long time, who has established long-term ties with members of the staff of the department and faculty, who has given many years of his work to the university. A young man is hired, who still needs to be looked after, who will gain 35 years of teaching experience and become a leading associate professor of the department in 5-10 years. It is not easy to take responsibility for resolving such a situation. Unfortunately, the principles of selecting teachers that have developed in higher education do not help the head to resolve personnel problems. Very rarely in practice there is a real competitive election of teachers, the role of scientific and educational and methodological developments in the election has decreased.

The current staffing situation in universities has been characterized in recent years by a constant increase in the average age of teachers and an outflow of young employees. Until the beginning of the 90s, it was considered very prestigious to stay after graduation to work at the department. Only the best graduates could qualify for this. Then the economic situation in the country changed dramatically and this manifested itself in the age structure of the university staff. Young people actively went into the sphere of commerce and services, there were increased earnings. Departments (especially fundamental, general engineering) began to lose middle-aged teachers (3045 years old), who changed their field of activity.

I would like to consider that the current situation in Russia with the prestige of professions is temporary. In developed countries (USA, Japan, Germany, etc.), teaching in universities is considered very prestigious. His social status is 84 (with a maximum score of 100 points), while the position of a trade worker is characterized by an estimate of 50, a manager - 79, a skilled worker - 1525 points. Satisfaction with work at the university is characterized by an estimate of 93, in trade - 52, in the legal field - 80, in the management field - 69. From the point of view of the impact on health, work at a university is also the most favorable. Studies in SC1A showed that the national average rate of heart attacks among university teachers is 71% in relation to the national total, and in management - 116%, among lawyers - 124%, among trade workers - 126%.

It should be borne in mind that the age of teachers should not and cannot be a goal in personnel policy. Moreover, the teaching and research experience of a university employee appears after 1015 years of work and the retention of the most outstanding professors and associate professors is the key to high scientific and pedagogical prestige. However, an actively working department, faculty and university as a whole should plan the internal process of self-reproduction of personnel and take the necessary measures to cultivate and attract the most qualified specialists.

The selection of personnel at the university is characterized by a significant distribution by departments. The principles of personnel policy are developed by the academic council and the administration of the university, but the actual selection of personnel is carried out by each department independently. This is explained by the specificity of the scientific and pedagogical tasks of the departments, differences in the current case situation, the possibility and necessity of attracting a new employee at a particular moment. The general personnel problem of the university is divided into more than 150 separate personnel department tasks.

The numerical composition of most departments does not exceed 20 people, so the overall staffing situation in the university turns out to depend on the decisions of a large number of heads of departments. The staff turnover at the university is traditionally very low. Practice shows that the dismissal of teachers due to the transfer to another job (similar to their profession) is very insignificant. Most often, teachers work at the university as long as the physical ability remains. It turns out that already at the time of admission of a new teacher to the department, the personnel situation is laid for the next 5-10 years. If we take the average term of a teacher's work as 40 years (from 25 to 65 years), then for a team of 20 people. the annual renewal will be with a uniform renewal of the composition of 1 person. once every two years. Each individual employee who stays at the department after 65 years of age, or a new employee at the age of 45-55 who is accepted, actually stops the uniform renewal of the staff and thereby increases the average age in the department as a whole. With a uniform age structure of personnel, the distribution by age intervals should be: up to 30 years old - 12%, 30-40 years old - 24%, 40-60 years old - 50%, over 60 years old - 14%.

The development of an intra-university system for managing the age of teachers involves relying on a number of standard methods. It is possible to formulate typical age models and typical principles of age control. Typical elements are some reference points in the construction of a real system of management decisions.

The model of stable renewal is based on maintaining a constant average age of faculty members. In each age interval, in this case, approximately the same number of workers is supported.

The uneven renewal model allows for a group of teachers of the same age, who are replaced in a short time interval (13 years). During this period, the older age group is replaced by a significantly younger one, and a new age cycle of the department begins.

Each of these standard models can be used quite effectively by the heads of departments. For large departments, the first model is most convenient, for small departments - the second.

A rigid barrier system involves the introduction of age barriers for positions of employees. With such a system, an age limit is introduced for those who hold the positions of assistant, associate professor, professor and head of the department. Such an experience was in a number of universities and suggested an age limit for assistants - 30 years, associate professors - 55 years. A teacher who reached the age limit was no longer hired, and the place was vacated for a younger employee. In a number of countries there is a legislative ban on the work of a full-time teacher at a university after retirement age.

A rigid structural system involves the allocation of regulated quotas for age intervals of workers. These quotas are allocated to a department or faculty as a specific proportion of workers of a certain age who are hired per year. For example, among those hired for the year should be assistants - 20%, associate professors - 60%, professors - 20%. This guarantees the constant emergence of a junior job group focused on the influx of young personnel.

The quota can also be set by direct allocation of the number of seats. For example, a certain number of places can be allocated for admission to the professor of doctors of science under the age of 40, to associate professors - candidates of science under the age of 30, etc.

The soft incentive system is focused on soft moral and material pressure on employees in order to maintain the preferred personnel structure. It supports employees in the appropriate job group to the detriment of the interests of employees of other age groups.

The control system for the average age is based on the introduction of the main controlled parameter - the average age. For each department or group of departments, the real average age should differ from the standard by no more than 10%. If this condition is met, the unit is free to recruit personnel, and its violation implies the introduction of strict administrative requirements for the renewal of the composition.

Managing the age structure of personnel is a complex psychological problem, as it affects the interests of specific people. It is economically necessary to take into account the low salaries of assistants, the growth of salaries only after an increase in the academic degree, the fall in material support after the transition of a teacher to retirement. A set of personnel management measures should smooth out these negative objective material features.

The entire set of measures aimed at managing the age structure of personnel can be divided into four groups aimed at different age groups of employees. These are actually personnel measures that “accompany” a person in the process of his labor activity.

The first group of events (selection) is aimed at working with applicants. These are senior students or graduates. Here, purposeful work is needed to intensify the scientific activity of the applicant, develop an internal desire for scientific and teaching activities (you can’t want something if it is poorly known), help in passing a foreign student internship, and involvement in student scientific conferences. It is possible to sign a contract on behalf of a faculty or university with an additional payment from the scholarship fund and a guarantee of subsequent work at the university.

The second group of activities (training) is aimed at young employees and is designed to help in the rapid growth of scientific qualifications. Here, constant care is needed on the part of the head of the department, the supervisor in order to choose the current direction of scientific work, prepare a candidate's dissertation, design publications, and prepare teaching aids.

A young employee needs to quickly go through the period until official scientific recognition, which will increase his official salary and make it possible to start active independent scientific and teaching work.

Of the specific activities of the groups identified above, the following can be noted:

Purposeful selection of future employees of the department among senior students;

Support for student scientific societies;

Active involvement of gifted students in scientific and independent additional work;

Participation of the university in city programs for the selection of talented youth;

Facilitating the participation of students in student competitions and conferences;

Introduction of the title “Outstanding Graduate of the Year;

Allocation of guaranteed places for assistants in departments.

2. Increasing qualifications:

Organization of enhanced control by the administration of the faculty and the university over the growth of the scientific qualifications of young teachers;

Organization of Unions of Young Scientists;

Organization of part-time jobs for graduate students;

Allocation of a limit of intra-university printing facilities for the publication of materials by students and young teachers;

The introduction of additional payments (up to 100%) for young teachers for active work, for combining teaching with research, for combining teaching with postgraduate studies;

Expansion of conditions and options for intra-university part-time jobs for young teachers;

Introduction of a system of contracts with teachers sent abroad for training and advanced training;

Temporary increase in remuneration for a teacher with subsequent guaranteed temporary fixing in the states;

Allocation from extrabudgetary funds of annual grants for young employees in each position group of teachers;

Moral and material encouragement of young teachers through competitions for the best teacher of the faculty and university;

Advanced promotion for young employees with the growth of scientific qualifications (after pre-defense or dissertation defense).

3. Promoting self-development:

Conducting regular collective seminars, meetings (scientific and solemn) at the departments;

Involvement in the organization of general university events;

Involvement in the development of fundamental university decisions;

Facilitating participation in Russian and international competitions for individual grants and scientific papers;

Advanced promotion after the pre-defense of a doctoral dissertation;

Nomination for participation in city and federal commissions, examinations;

Assistance in the expansion of scientific and teaching contacts of leading associate professors and professors.

4. Psychological support:

The transition of qualified teachers after retirement age to shortened terms of election and positions of consultants to managers;

Allocation of guaranteed positions of teaching consultants;

Creation of positions of experts under the leaders (heads of departments, deans, administration of the university);

Involvement in the holding of traditional solemn university events;

Saving additional payments to personnel who have worked in senior positions for a long time (15 years or more).

staffing

In higher educational institutions, positions of scientific and pedagogical (professional and teaching staff, scientists), engineering, technical, administrative, production, educational and auxiliary and other personnel are provided.

The teaching staff includes the positions of dean, head of the department, professor, associate professor, senior lecturer, lecturer, assistant.

According to the instruction letter of the Ministry of Education of the Russian Federation, the staffing table of the university is established in accordance with the approved structure (institute, faculty, branch, educational and consulting center, department, department, department, etc.) in the context of staff categories:

Teaching staff;

Educational support staff;

Administrative and managerial personnel;

Other service personnel.

Sources of budgetary financing of personnel are divided into:

1305171 - advanced training institutes;

1306172 - higher educational institutions.

The staffing of the university is linked to the summary calculation of the wage fund, the distribution of positions of the teaching staff by tariff and qualification categories, the distribution of positions of all university staff by tariff and qualification categories.

The staffing limits of the teaching staff of the university are tied by the Ministry of Education of the Russian Federation to the number of students (according to the state order for admission to the first year).

The amount of wages according to the staffing table takes into account official salaries and mandatory allowances and surcharges. At the same time, a surcharge of 10% for reimbursement of expenses for book publishing products is highlighted. It is not included in wages and goes in the section of payments with the heading "in addition."

The amount of budgetary funds for wages at the university is allocated as a separate item of expenditure - 110100. It should ultimately be equal to the costs of full-time staff, non-staff personnel and hourly wages. Each of the components of the cost item 110100 is planned and controlled. In particular, the amount of additional payments and allowances to wages is singled out - article 110102; allowances for the performance of the duties of the dean, head of the department, deputy dean and other similar - article 110103; compensation payments to women on partially paid parental leave - article 110105.

The replacement of all positions of scientific and pedagogical personnel in the university is carried out under an employment contract (contract) concluded for a period of up to five years. The conclusion of the contract is preceded by competitive selection.

The positions of the dean of the faculty, the head of the department, the head of the branch are elective.

The staffing management is served by three services: the planning and finance department, the training department and the personnel department. The planning and finance department calculates and controls the staffing limits for departments, the training department keeps a personal record of the status and changes in the teaching staff by departments (within the allocated limit), the personnel department prepares orders for personnel changes and records them in the personal files of employees, and also controls the correctness of the execution of official documents upon admission to the dismissal of employees, are they professional? capabilities of the employee to the requirements of the position.

Organize the distribution of staffing limits within the university:

In areas of activity - First Vice-Rector;

Between faculties and departments - vice-rector for the relevant area of ​​activity;

Within the faculty, by departments and divisions, there is a dean;

Inside the departments and groups - the head of the department.

Principles of remuneration at the university

Remuneration at a university is regulated by the Civil Code of the Russian Federation, the Code of Laws on Labor, the Law of the Russian Federation "On Education", resolutions of the Government of the Russian Federation on the establishment of allowances for academic degrees of candidates and doctors of sciences, for knowledge and use of a foreign language, on differentiation and levels of payment labor of public sector employees on the basis of a single tariff scale, a resolution of the Ministry of Labor on the procedure for establishing additional payments and allowances for employees of institutions, organizations and enterprises that are on budget financing, instructional letters from the Ministry of Education, the charter of the university, orders for the university.

Expenses not related to the payroll fund and social payments include insurance contributions to the Pension Fund of the Russian Federation, the Social Insurance Fund of the Russian Federation, compulsory medical insurance funds, state employment funds; contributions at the expense of the enterprise to non-state pension funds; payments from off-budget funds; travel expenses; expenses for paid training of employees.

The wage fund at the university is formed on the basis of various sources, the main of which are state budget funding; self-supporting financing for performed research work, training and consulting services; government grants and scholarships.

The wage rules are determined by:

staffing;

The procedure for the use of budgetary funds;

The procedure for concluding contracts;

The procedure for the use of extrabudgetary funds;

Rules for remuneration of employees of the military-technical faculty (military department).

Until 1936, the number of teaching staff was determined on the basis of annual calculations of the teaching load of universities and the teaching load standards for a teaching position. Every year, the university submitted to the ministry a summary calculation of the teaching load for the next academic year. In 1936, a scheme was introduced for calculating the number of teachers through the average annual reduced contingent of students. The full-time form of education was taken as the basis, and the rest were brought to it with the help of special coefficients. For various universities, the reduction coefficient, for example, for evening education was 0.40.6, for part-time education - 0.10.4. In 1936-1957 The ministry carried out work to unify staff coefficients for universities. In the 5070s, the practice of allocating additional teaching staff for individual universities that trained specialists in new relevant specialties (rocket, nuclear, computer engineering, microelectronics, etc.) was introduced. A separate staff ratio was introduced for universities that trained foreign students (at the level of 6 students per teacher). In 1987, a government decree introduced the ratio of the number of students and teachers depending on the form of education: for the full-time form - 8: 1 (the calculation is based on the sum of the enrollment control figures throughout the entire period of study); in the evening - 15: 1; correspondence - 35: 1 (the calculation is based on the actual average annual contingent). For graduate studies, this ratio has been found to be 9:1 for full-time and 12:1 for part-time studies. For students of preparatory departments, the same ratio is established as for students.

In the 1990s, the established methodology began to be used to justify the estimated number of teaching staff, and not to establish planned indicators, as was the case before. Individual universities received individual ratios for the university as a whole. A departmental methodology was developed for calculating the basic wage fund, in which the estimated number of teaching staff was formed as the sum of teaching staff rates for all forms of education and levels of educational programs, as well as taking into account the established ratios for individual specialties and universities.

When calculating the standard number of faculty members, the following terms are used (one of the possible options for the standards is in brackets):

Full-time students (standard number of teaching staff 1: 8);

Foreign students (standard 1: 6);

Students of the evening form of education (norm 1:15);

Part-time students (norm 1: 35);

Full-time postgraduate students (norm 1: 9);

Postgraduate students of correspondence courses (standard 1: 12);

Foreign students of the preparatory faculty (standard 1: 4);

Students of the faculty of advanced training of teachers (standard 1: 6).

Through the normative number of teaching staff and the average tariff wage rate determine tariff base of remuneration for the university as a whole.

Regulatory allowances are established for the tariff base (based on the staffing table):

Debts;

For an academic degree;

For the positions of dean;

For the positions of the head of the department;

Hourly pay (10%).

The salary fund of teaching and support personnel is determined as a percentage of the salary of teaching staff (40%).

The wage fund for economic personnel is determined through the standard of wages per unit area (0.901 thousand rubles / m.). From the total area of ​​the premises of the university, the areas leased and put for major repairs are deducted.

As a percentage of the amount of remuneration of teaching staff, UVP and economic personnel, the remuneration of managerial personnel is determined (10%). Separately, personal allowances for managers, the amount of additional payments for special orders are allocated.

Separately allocated is the amount of remuneration for the personnel of the faculty (department) of military training.

At the end of the 1990s, the ministry introduced groups of universities for pay. For the university of the first group, the coefficient of adjustment of the calculated payroll fund is 1.01.25, for the second - 0.81.0, for the third - 0.60.8.

The assignment of a university to a specific group is carried out according to the following indicators:

Availability at the university of training in master's educational programs;

Presence in postgraduate and doctoral studies of at least 40 specialties;

The presence in the structure of the university of the ICPP and the FPC, financed from the state budget;

The presence in the staff of at least 50% of candidates of sciences participating in the educational process.

The staffing of divisions and the appointment of salaries are controlled by the planning and financial and training departments, as well as the personnel department.

Base wages The base wages of teaching and teaching support staff are set on the basis of the tariff scale of wages in state-funded enterprises. The official salary of an employee of the university is paid for the performance of their functional duties. It is calculated by multiplying the statutory wage for the first category by the tariff coefficient.

The purpose of establishing allowances is to stimulate the work of employees, aimed at improving the quality and efficiency of activities and characterized by the individual contribution of a particular employee to the results of the university. Additional payments are established to employees for the performance of additional duties.

Allowances and additional payments are established at the expense and within the payroll fund (from all sources of funding) of the university, structural unit or research team.

The number of established allowances and additional payments to a particular employee is not limited.

Involving an employee in additional work is allowed only with his consent and if this does not lead to a deterioration in the quality or a decrease in the volume of work in the main position.

To the basic remuneration of teachers, allowances for the academic degree and position are legally established. Employees of the university may receive additional payments for an academic degree, for the positions of associate professor and professor. For the position of associate professor, the allowance is 40% of the salary, for the position of professor - 60%, for the degree of candidate of science - 3 minimum wages, for the degree of doctor of science - 5 minimum wages.

According to the law of the Russian Federation on education, teaching staff receive an additional payment for the purchase of special books and magazines, the amount of which is not included in wages and is not subject to income tax.

Additional remuneration may be established for employees of the university for the performance of additional duties:

Fulfillment of duties of a long-term absent employee;

Fulfillment of the duties of an employee under treatment;

Work in the Council of the university and in its permanent commissions;

Knowledge and use of a foreign language in practical work;

Working with classified documents;

Acting as dean;

Acting as Deputy Dean;

Fulfillment of duties of the head of the department;

Fulfillment of duties of the deputy head of the department;

Work in harmful and especially harmful conditions;

High achievements in work;

Classiness and work in urban conditions of drivers of vehicles;

Fulfillment of the duties of the scientific secretary of the council of the faculty and the university;

Work in the academic council of the university and its permanent commissions;

Increasing the teaching load beyond the stipulated maximum limit.

Supplements and additional payments to wages are removed in the following cases:

Failure to perform essential duties

Failure to meet the deadlines for completion or unsatisfactory quality of the assigned work,

Violations of the principles of the university,

Appearances on campus in a state of intoxication,

Causing damage to the property and prestige of the university,

Violations of labor safety and fire safety rules.

Through the accounting department, the following deductions can be made from the employee’s salary:

To pay income tax;

Mandatory payments to the Pension Fund;

By writ of execution;

To compensate for material damage caused to the university;

To repay debts on advances issued and overpaid amounts;

To pay administrative and judicial fines;

On instructions-obligations for purchased goods on credit;

On written instructions for the transfer of insurance premiums under personal insurance contracts;

By written instructions on the payment of contributions to the trade union organization of the university.

Basic and additional leave

One calendar month of vacation is granted to employees under the age of 18 (Article 67 of the Labor Code of the Russian Federation).

On a general basis, leave is granted for 24 working days, taking into account a six-day working week (Article 67 of the Labor Code of the Russian Federation).

As a rule, leave is granted to the teaching and teaching support staff of the university during the summer student vacation. The exception is employees involved during this period in the work of the selection committee or performing work, a break in which may adversely affect the work of the university.

Additional leave for a long work experience at the university (subject to the availability of the necessary financial resources and the request of the head of the unit) is granted to employees who do not have penalties for violation of labor discipline:

With work experience at the university from 5 to 10 years - up to 5 working days;

With work experience at the university from 10 to 30 years - up to 10 working days;

With more than 30 years of work experience at the university - up to 15 days (Article 68 of the Labor Code of the Russian Federation).

Additional leave for harmful working conditions (Article 68 of the Labor Code of the Russian Federation) is provided to the following categories of employees:

Laboratory assistants, engineers, technicians, chemists, craftsmen, researchers, laboratory managers working on analysis using gaseous and volatile toxic substances - up to 12 working days;

Employees directly involved in physical research methods when working with an electron microscope and electron diffraction - up to 12 working days;

Laboratories directly involved in the analysis of semiconductor materials and the study of their physical properties - up to 12 working days;

Employees directly involved in the mechanical processing of lead and lead alloys - up to 12 working days;

Employees of electrical insulation laboratories - up to 12 working days;

Employees directly and permanently employed on electric and gas welding machines - up to 12 working days;

Laboratories engaged in research and production of semiconductor materials: silicon, germanium, arsenic, antimony, phosphorus and their toxic compounds; on the decomposition and production of selenium and chloride compounds - up to 12 working days;

Employees permanently employed in soldering with lead, tin, their alloys, copper-phosphorus solder and brass - up to 12 working days;

Employees directly involved in testing UHF (VHF) generators and equipment, as well as in setting up and monitoring these generators during their operation - up to 12 working days;

Employees who are constantly engaged in the repair and adjustment of X-ray machines and installations, work at the computer display - up to 12 working days;

Plumbers who constantly work on cleaning sewers - up to 6 working days;

Boiler house operators, loaders, cleaners, copier and duplicator operators - up to 6 working days;

Drivers of trucks and special vehicles with a carrying capacity of 1.5 to 3 tons - 6 working days, and with a carrying capacity of more than 3 tons - 12 working days. Additional holidays for long work experience and for work with harmful working conditions are added to the annual leave. At the same time, the total duration of annual leave cannot exceed 56 calendar days, with the exception of the leave of teachers who are entitled to additional leave due to harmful working conditions.

Employees who study on the job are provided with educational leave. Their duration is regulated by the Labor Code of the Russian Federation:

Students of grades 8, 10 - from 4 to 6 days off from work;

9th grade students - 8 working days;

11th grade students - 20 working days;

Students of vocational schools - 30 working days to pass exams;

Students of the 1st and 2nd courses of evening education at the university - 20 calendar days to pass exams;

Students of the 3rd and senior courses of evening education at the university - 30 calendar days to pass exams;

Students of the 1st and 2nd courses of correspondence courses at the university - 30 calendar days to pass exams;

Students of the 3rd and senior courses of correspondence courses at the university - 40 calendar days to pass exams;

Students of higher and secondary specialized educational institutions - 30 calendar days to pass state exams;

Students of higher educational institutions - 4 months to defend their graduation project;

Students of secondary specialized institutions - 2 months to defend their graduation project.

Without saving wages, educational leave is granted to employees admitted to passing entrance competitive exams to a university - 15 calendar days and to a secondary specialized educational institution - 10 calendar days.

Creative leave for up to 1 year, by decision of the Academic Council of the university, may be provided to employees in order to improve their skills or work on a dissertation. To complete a Ph.D. thesis, teachers may be granted leave of up to 3 months (Ph.D. thesis) or up to 6 months (Doctoral thesis).

Engaging employees to work on a day off is carried out by a written order of the administration and is compensated by the provision of additional leave, the duration of which is established by order of the administration (at least twice the amount).

Leave without pay may be granted:

For family reasons with the permission of the head of the unit (up to 2 weeks);

Veterans of military operations on the territory of other states (up to 3 weeks);

Disabled veterans of the Second World War and military operations on the territory of other states, participants in the Second World War, military personnel transferred to the reserve who served from 02/22/41 to 09/03/45, blockade survivors, persons who worked during the war years at military facilities, military service veterans, bodies of the Ministry of Internal Affairs, prosecutor's office, justice and courts, labor veterans, victims of political repression (up to 1 month);

Home front workers who worked during the years of the Second World War for at least 6 weeks or were awarded orders and medals for selfless work during the years of the Second World War (up to 2 weeks);

Former prisoners of concentration camps during the Second World War (up to 2 weeks);

Students of the last courses of higher and secondary evening and correspondence educational institutions (1 month);

University employees due to illness without providing medical documents (3 days);

Women with two or more children under 12 years of age (up to 2 weeks).

Maternity leave is granted for 70 calendar days before childbirth and 70 calendar days after childbirth.

Partially paid leave (0.5 of the minimum wage) is provided to care for a child until the child reaches the age of 3 (Decree of the Government of the Russian Federation 1206).

Annual paid leave for those working at the university is granted to all part-time workers, unless otherwise provided by a personal application or contract (Resolution of the Ministry of Labor of the Russian Federation No. 173, instruction letter of the State Committee for Higher Education of the Russian Federation 8, article 75 of the Labor Code of the Russian Federation).

Vacation pay is paid on the eve of leaving on leave, but no later than one day before leaving. To determine the amount of payments, the average daily earnings are multiplied by the number of working days of vacation.

The average daily earnings are equal to the total earnings for the previous three months, divided by 3 and by 25 (25 is the average monthly number of working days when paying for holidays). When calculating average earnings, payments on which insurance premiums are calculated are taken into account. Annual and quarterly bonuses are preliminarily divided by the corresponding number of months, and one-time payments are included in the earnings of the month in which these payments fell.

If during the period of an employee’s vacation there is a change in the tariff conditions for remuneration, then from the moment the new conditions are introduced and until the end of the vacation, the amount of vacation payments must be recalculated.

Cash compensation for unused vacation is paid only upon dismissal of the employee. Unused vacation for the next year must be used in the next calendar period.

The university administration keeps the remuneration of employees for the period:

Study holidays for employees studying in educational institutions;

Training of employees aimed at vocational training, advanced training or training in a second profession;

Involving an employee in the performance of public duties;

Referral of an employee to perform other work by decision of the university management;

Lack of work (downtime) through no fault of the employee;

For days of rest (days off) provided in connection with work in excess of the normal working hours;

For the days of blood donation and rest after the day of blood donation to donor workers.

Funds for paying for vacations (including additional ones) should be provided for in the relevant cost estimates:

For employees receiving salaries from the state budget - in the estimates of budget financing and the corresponding staffing tables;

For employees who receive wages from contractual funds - in the estimates of contractual research work;

For employees who receive wages at the expense of overhead costs - in the estimate of overhead costs;

For employees who receive wages from non-budgetary sources - in the estimate and the corresponding staffing table of departments. The heads of structural subdivisions of the university annually, by May 1, submit a vacation schedule for employees to the personnel department. The basis for granting additional leave is the order of the university.

In the event of a change in the terms of annual leave specified in the unified schedule, it is reissued at the personal request of the employee with the consent of the head of the unit.

Dismissal procedure

Staff reduction. Termination of the employment contract can be carried out at the initiative of the administration on the basis of a reduction in the staff. This procedure must be preceded by a special set of actions. Changes in the organization of the educational process and work may be the basis for the implementation of measures to reduce staff in the university and its individual divisions. The first step of the administration is the approval of the new staffing table. If there is a “mass” dismissal (in the amount of 50 or more people within 30 calendar days), then the rules of action of the administration are regulated by Decree of the Government of the Russian Federation No. 99. First of all, it is necessary to submit the relevant data to the state employment service at least three months in advance population and relevant trade union bodies. Not later than two months in advance, information is submitted to the employment service authorities and the trade union organization of the university (if the university has a trade union organization and the laid-off employee is a member of the trade union) about the upcoming dismissal of each specific employee. This is necessary due to the fact that the employment service authorities are developing a program to promote employment and provide social guarantees, determine the sources of its financing. Employees are personally warned about the upcoming release by the administration against receipt. The two-month warning period begins to be calculated from the day the employee actually familiarizes himself with the release order. Reducing the notice period is possible only with the consent of the employee, which is indicated in the dismissal order.

It is not allowed to dismiss, at the initiative of the administration, pregnant women and women with children under the age of three, single mothers with a child under 14 years of age or a disabled child under 16 years of age.

The candidacy of each dismissed person is considered taking into account the opinion of the team. It is expedient to document the position of the collective in the minutes of the meeting of the labor collective. In the minutes it is necessary to note the objectivity of the consideration of information on each candidate, familiarization of the employee with the decision of the meeting or refusal of the employee to familiarize. Employees with higher labor productivity or qualifications have an advantage in staying at work. With equal productivity and qualifications, certain categories of workers are provided by law with certain advantages and benefits compared to other workers.

Simultaneously with the warning of dismissal, the administration is obliged to offer the employee another job at the university, corresponding to his qualifications, specialty, profession, and in its absence, another job at the university. Dismissal is allowed if it is impossible to transfer the employee with his consent to another job. An employee's refusal to accept a job offer must be made in writing. According to established judicial practice, it is believed that the administration did not violate the procedure in the event that the employee refused the third transfer proposal in a row.

If there are vacancies, the reduction of staff is carried out due to their liquidation, and not the dismissal of employees. The dismissal of one employee and the hiring of another in his place is considered as the absence of an actual reduction and is the basis for the reinstatement of a previously dismissed employee.

The administration, when carrying out measures for the release, has the right, within the limits of homogeneous professions and positions, to rearrange employees and transfer a more qualified employee whose position is being reduced, with his consent, to another position, dismissing a less qualified employee from it on the specified basis.

Upon dismissal due to redundancy, the administration is obliged to allocate the following payments to the released employees:

Severance pay in the amount of the average monthly salary,

Cash allowance for unused vacation,

Maintaining the average salary for the period of employment, but not more than two months,

Maintaining the average wage for the period of employment, as an exception, within the third month from the date of dismissal by decision of the employment authorities, provided that the employee applied to this authority in advance and was not employed.

Scholarship

The list of students assigned to the scholarship is signed by the dean, who is responsible for compliance with the limit of the faculty scholarship fund. The composition of the scholarship commission of the faculty is approved by the dean, while the participation of representatives of the student team is mandatory.

A scholarship is awarded twice a year based on the results of the examination session from the 1st day of the month following the examination session. Summer vacation time is paid according to the results of the spring session. For students whose session was extended for valid reasons, a scholarship is awarded on a general basis if the session is completed on time (if there is a scholarship fund reserve at the faculty). Until the end of the session, these students are not removed from the scholarship.

A student who does not agree with the decision of the scholarship committee may appeal its decision to the dean of the faculty and the head of the university.

Differentiation of scholarships depending on the average score can be built according to the following conditions:

Scholarship of the academic council of the university, nominal scholarships of the university;

Student scholarship with an average score of 5;

Scholarship for a student who has only 4 and 5 in exams;

Scholarship for other students.

Grades are considered based on the results of passing exams, course projects, term papers and practice for the next session. This does not take into account optional subjects and subjects studied by the student in excess of the compulsory program. Practice grades obtained after the examination session are taken into account when awarding scholarships based on the results of the next examination session.

Back | |

APPROVE:

Rector of FGBOU VPO "USGU"

“ __” ______________20____

POSITION

ABOUT EDUCATIONAL AND METHODOLOGICAL MANAGEMENT

QMS - PSP 4.2.201.1-UMU

Version 2.0

Date modified: "__" _______ 20__

Yekaterinburg - 20__

1. GENERAL PROVISIONS

The educational and methodological department was created in order to manage the educational and methodological work of faculties and departments, organize and monitor the progress of the educational process, monitor compliance with licensing standards, certification conditions and accreditation indicators, coordinate the scientific, methodological and research work of departments on the problems of higher education , generalization and promotion of experience in improving the educational process.

The Educational and Methodological Department (UMU) is the main structural subdivision of the university, whose activities are based on a combination of centralized management from the side of the administration with the independence and initiative of the management itself.

The educational and methodological department is directly subordinate to the vice-rector for the educational and methodological complex of the university.

The structure of the educational and methodological management, the functions of its constituent departments are formed in accordance with the directions of educational, organizational and scientific and methodological work adopted at the university.

Financing of UMU is carried out at the expense of funds received from the budgetary and extrabudgetary activities of the university. The expenditure of funds is made according to estimates.

2. Structure and staff of the Educational and Methodological Department

The Educational and Methodological Department includes the following main divisions:

Department of educational process planning;

Methodical department;

Department of distance learning.

The UMU staff is completed in accordance with the staff list approved by the Rector of the University. All departments of the UMU are headed by the heads of departments, who are subordinate to the engineers of the departments.

3. Tasks and functions of the Educational and methodological management

Educational and methodological management with the help of its departments:

Organizes long-term and current planning of the educational process and control over its progress;

Studies, generalizes and implements advanced technologies of the educational process and experience in improving its quality, as well as organizes scientific research aimed at improving the educational process;

Carries out coordination of the educational process between all levels of educational programs;

Plans and controls the preparation for publication of textbooks, teaching aids and other educational and methodological materials, as well as their submission for assignment of the appropriate stamps;

Provides training, retraining and creative development of teaching staff;

Collects, summarizes and provides reporting necessary for the analysis of the educational activities of the university and its divisions;

Controls the implementation of state educational standards in the content and level of training of university graduates;

Analyzes, summarizes experience and monitors the development and implementation of educational programs and training systems;

Forms an application for the State task for the training of specialists;

Ensures compliance with the requirements for licensing, attestation and accreditation of the university;

Controls the provision of the university with forms of diplomas, certificates and other documents on educational activities.

3.1. Educational Process Planning Department

The educational process planning department in its activities performs the following functions:

Studying the experience of planning the educational process of other universities and developing proposals for improving the planning of training sessions at the university;

Develops annual schedules of the educational process, controls their implementation;

Provides assistance to university departments in the development of vocational education curricula;

Organizes the work on the preparation and execution of semester plans in accordance with the state educational standards for vocational education, the requirements for the mandatory minimum content and level of training of graduates, as well as in accordance with the curricula of vocational education;

Develops and submits for approval to the Vice-Rector for Academic Affairs the schedule of studies for university students, and also controls its implementation;

Provides methodological assistance to deans in scheduling examination sessions;

Regularly monitors the state of the university's classroom fund, distributes it for training sessions and examination sessions;

Provides prompt one-time provision of a free classroom fund upon request.

3.2. Methodical department

The main tasks of the methodological department are planning, organizing, coordinating and monitoring educational and methodological, scientific and methodological and research work on the problems of vocational education, developing practical recommendations and proposals for improving the educational process, generalizing, promoting and disseminating advanced learning technologies, calculating the educational load of departments, analysis and control over its implementation, calculation of the staff of teaching staff of departments.

The methodological department organizes its work in contact with other departments of the UMU, dean's offices, departments and services of the university.

Methodical department:

Coordinates the management of methodological work at the university, ensures the implementation and implementation in the educational process of methodological developments and recommendations of the Methodological Council of the University and methodological commissions of faculties;

Summarizes and promotes advanced teaching methods and technologies by organizing consultations, seminars, exhibitions, disseminating information about the achievements of the departments of the university and other universities;

Organizes and controls the work of the university departments to provide all disciplines of the curricula with mandatory methodological materials, assists the graduating departments in creating sets of curricula for them in all disciplines of the relevant areas of study;

Systematizes and stores electronic samples of the main educational and methodological documentation for departments and areas;

Organizes and conducts annual scientific and methodological conferences of the faculty of the university;

Organizes a regular exchange of methodological materials with related universities, interacts with Educational and methodological associations in the areas of training specialists being implemented;

Organizes planning, conducting and implementation of the results of scientific and methodological research on the problems of higher education in the educational process;

Carries out communication with educational and methodological departments (departments) of other universities on issues of scientific research to improve the educational process;

Plans and organizes work to improve the qualifications of university teachers, monitors the implementation of the advanced training plan;

Summarizes and controls the reporting of departments and the university in the section of educational and methodological work.

The main types of reporting are:

Annual statistical report of the university according to the VPO-1 and VPO-2 forms;

The annual module of the university, submitted to the Ministry of Education and Science of the Russian Federation;

Monitoring of the university, directions and specialties of training, submitted to the Ministry of Education and Science of the Russian Federation;

The term "personnel" combines the components of the workforce of the organization. Domestic scientists (Dyatlov V.A., Kibanov A.Ya., Pikhalo V.T., Egorshin A.P. Rumyantseva Z.P., Salomatin ON THE. , Akberdin R.Z., Glukhov V.V. etc.) personnel include all employees performing production or management operations. In management theory, there are various approaches to the classification of personnel depending on the profession or position of the employee, the level of management, and the category of employees. This classification provides for the allocation of two main parts of the personnel for participation in the production process: production and management personnel.

In the education system, the following terms are most often used to characterize various categories of personnel: researchers; teaching staff; leaders; scientists and specialists; educational support staff.

The teaching staff of higher educational institutions includes the positions presented in Table. 3.1.

Table 3.1

Classification of teaching staff positions

Managerial personnel carry out labor activities in the process of production management with a predominant share of mental labor. He is busy processing information using technical controls. In addition, the manager must be a skilled psychologist in the field of business and human relations, possessing the art of communication and a culture of behavior in a production environment. The main result of their labor activity is the study of problems in making managerial decisions, and after choosing the most effective option, the implementation and control of the execution of decisions.

The activity of a higher educational institution as an organization is carried out under the direct control and with the participation of management personnel. Thus, managerial work in this area is directly involved in the creation of the final product, i.e. in the training of specialists, and also affects the increase in the efficiency and competitiveness of a higher educational institution.

Management personnel is defined as one of the most important resources of a higher education institution.

According to the classification adopted in the theory, the following main management levels are distinguished in the structure of the university management: rector; vice-rectors; deans of faculties; heads of departments (the basic link of the university); heads of services and departments. At the same time, the deans of the faculty and heads of departments also belong to the teaching staff.

The activities of the university management system are organized through the relevant departments and services, headed by people who also belong to the management staff.

The managerial staff of a higher educational institution are employees of a higher educational institution who hold the positions of rector, vice-rectors, deans, heads of departments, heads of departments and services, performing the following functions: a) planning the activities of university departments; b) organization of educational, methodological, scientific and economic work of the scientific and pedagogical staff of the university; c) motivation of the scientific and pedagogical staff of the university for effective work; d) monitoring and recording the actual performance of the teaching staff.

If we take into account the variety of activities performed by the teaching staff in the afternoon (Table 3.2), then university teachers can also be attributed to some extent to managerial personnel.

An analysis of state statistics data shows that the share of rectors and vice-rectors of state universities in the total number of teaching staff from 2000 to 2009 increased from 1.58 to 1.72%. In particular, the number of vice-rectors of state universities has grown from 3.6 to 5.2 thousand people, or more than 40%, and amounts to 78 people per university.

The share of deans in state universities stabilized at the level of 1.76% (6.0 thousand people), and heads of departments - at the level of 7.8% (26.6

thousand people). Due to the increase in the number of higher educational institutions, the number of higher education institutions' management personnel is also increasing (Table 3.3).

Table 3.2

The structure of working time of the second half of the working day of teaching staff 1

Types of jobs	Job Description
Educational and methodical	Preparation for lectures and practical exercises, preparation of materials for the control of independent work, development of educational and methodological materials, advanced training, mutual assistance of lectures
Organizations- methodical	Career guidance for young people when entering a university, participation in meetings of the department, councils of the faculty, university; performing the functions of deputy head of the department, implementation of organizational and methodological instructions
Research work	Performing research, writing and preparing articles for publication in publications of various levels, participating in conferences, participating in grant competitions, participating in dissertation councils, supervising student research
Educational work	Work as a curator, participation in social work of the structural divisions of the university

Number of teaching staff of state and municipal universities by positions (at the beginning of the academic year; thousand people)

Table 3.3

	2000/	2004/	2005/	2006/	2007/	2008/	2009/	2010/	2011/
Teaching (full-time) staff - total
of him women
Of the total number of teaching staff, managerial positions are occupied by:
vice-rectors, branch directors
deans of faculties
heads of departments
Total management personnel

Note: some data were not available at the time of the survey. Features of the composition of managerial personnel by gender can be traced according to tables 3.4 - 3.5.

At the beginning of the 2009-2010 academic year only 9% of female rectors. The number of vice-rectors and directors of branches - women - until 2009 amounted to a little more than a third of 37.3%, and at the beginning of 2009-2010 account. year was 29%.

Table 3.4

Distribution of the number of rectors of state and municipal higher educational institutions by years, thousand people

years

Total

Thousand people

Table 3.5

Distribution of the number of vice-rectors and directors of branches of state and municipal higher educational institutions by years, thousand people

years

Total

Thousand people

Based on the study of the activities of managers and teaching staff of universities, a classification of the managerial personnel of a higher educational institution is proposed according to the criteria: the level of linear management and the direction of functional activity (Fig. 3.1).