Staff provision of organization as an index of its energy performance

. This article discusses the effective output of an organization, based on it’s effective use of qualified staff. The effective management of staff and an organization is imperative for any company in the current climate. The goal is to determine the staff resources required for a specific organization and for specific tasks within that organization. These determinations are made by assessing the complexity of tasks required to be completed and the qualifications of the bank staff who complete these tasks. The complexity of each task is assessed by determining the output of work by staff members who perform these tasks and gathering analytical and statistical data. The data on the complexity of work compared to the output/performance of staff within the organization was presented by researchers and found that only 1/3 of staff are performing and executing their duties to the standard required by the organization within the timeframe for the task. Workers who were not meeting their targets were working harder to achieve their goal, and the effort or time taken to achieve this, meaning the coefficient of the whole company rose from 10-50 %. In some categories of staff, a rise of 10-15 % of standard output is considered acceptable, whereas for other groups of staff, a rise of this amount indicates extra staff are required.


Introduction
State, consumers and society in general are consistently expecting organizations to be to be proactive in the effective running and efficiency of that organization. Using effectiveness management techniques in organizations is an innovative solution that is used in conjunction with the modernization of existing procedures and management. This is based on the use of international experiences within other organizations and the results and achievements of implementing real team effectiveness practices, however the effectiveness of a business should not solely be based on technical solutions, but on the higher level also, such as further education and training of staff [1,2].
The importance of providing the correct staff requirements is essential to any organization. This can be achieved through the monitoring of staff output and performance and the requirements of each task, via outsourced monitoring or by using the organizations own experience and knowledge [3].
The monitoring of staff performance and output and the recommendations of staff requirements through internal methods can be very labour intensive and time consuming, however, outsourcing of this task to consultants and specialists who can provide accurate and professional information is expensive [4].

Materials and methods
Presented work based on a systematic approach that has let to use as methods as systems analysis, abstract logical method, methods of analyze and synthesis. As the main method of obtain data and their first preprocessing using experienced statistical method [5][6][7]. Definition of organization requirements in staff realized by labour intensity of performed work by employee based on formula 1.
where SLIplanned standards of labour intensity; EWT -effective worktime per one employee; IRSplanned implementation rate of standards; ANEplanned average number of employees. The working time fund of one employee of the considered organization is presented in table1.  January  17  February  19  March  20  1 quarter  56  April  21  May  20  June  20  2 quarter  61  1 half year  117  July  22  August  23  September  20  3 quarter  65  9 months  182  October  23  November  21  December  21  4 quarter  65  Year  247  Average monthly balance  20.5 So one employee working time of the considered organization should be 1 772, 4 h in a year or 147,7 h in a month on average.
Plan normative complexity was detected by experienced statistical method based on estimate of labour input for execution of certain types of labour by workers who make this type of work.
So using combination of methods let to make sound conclusions.

Results
Determination of needs in staff was carried out for additional office JSC «Rosselkhozbank» -organization that has specific in providing banking services for individuals and legal entities, mainly agricultural organizations. An additional office is located in the Khlevnoye village, Lipetsk Region, is represented by six employees, and its organizational structure is shown in Fig. 1.  Based on table 2 it is possible to note that monthly volume of work of the cashier and the senior cashier of JSC «Rosselkhozbank» is 291,2 hours. Because of the small size of given organisation but the volume work is large the employees are completely interchangeable executing similar functions.
The Determination of the planned volume of work a senior account Manager JSC «Rosselkhozbank» is presented in table 3.  Based on table 4 it is possible to note that monthly volume of work of the senior account Manager of organization is 163,8 hours.
The Determination of the planned complexity of the work of senior Manager-operator TO JSC «Rosselkhozbank» is presented in table 5.

Discussion
The completeness of using of personnel by TO JSC «Rosselkhozbank» can be estimated by the number of worked days and hours by the employees per month, also by the degree of using of the working time fund. Such an analysis for each employee of TO JSC «Rosselkhozbank» is presented in table 6. Based on the data in table 6, we can conclude that only the cashier and the senior cashier of the additional office work out practically the prescribed amount of working time per month. The complexity of the work of the rest of the staff is that they are forced to process a month from 16 hours for a senior client manager to 70 hours for a senior operating manager.
Calculation of the needs of TO JSC «Rosselkhozbank» in employees will carry out in table 7.

Conclusions
Based on the obtained data, reflected in table 7, we can conclude. The planned and actual number of employees of cashier and senior cashier positions is the same. This means that there is no additional need for these employees. Supervising Account Manager over fulfills the norms on 10 %, but this is quite acceptable and does not mean the involvement of another employee.
As for Leader Checkout Clerk and Chief Checkout Clerk, their over fulfillment of norms is much bigger and varies from 40 to 70 hours per month. This indicates about a high level labour intensity of the employees of the operational department, and as a result, is characterized by constant delays in the workplace of these employees after the working day.
So, based on cattied out calculations, we can note the lack of specialists in the credit and operational departments. But if the actual number of employees implies an over fulfillment of standards by the Supervising Account Manager on 10 %, which is quite acceptable and realistic, then for the employees of the operations department this over fulfillment is already from 25 to 50 %. Such over fulfillment of norms can also take place, but testifies about a extremely high intensity of labour of employees of the operational department and the lack of their number.
A great importance for the implementation of the energy conservation program and to achieve its effectiveness has the involvement of all participants of the process, who really can have a positive impact to the achievement of the main goals and the implementation of tasks.
So, a synergistic effect will be achieved from a balanced distribution of functions of performers, cost reduction, identification and elimination of unproductive expenses, image attractiveness of the company in the eyes of business partners, the public and government; ensuring managerial transparency and increasing the manageability of the company.