Tutoring allowance. Working instruction “Regulations on mentoring. Training in the company of young professionals

The average age of those working in such professions as electric and gas welders, mechanics, and milling machines is much higher than that of lawyers or marketers. Experts note: the supply of blue-collar workers in the labor market is falling, but the demand is constantly growing ... In addition, training young people in working professions causes the most problems - both in industrial enterprises and in the education system.

Listen - and you will forget, look -
and you remember, do - and you will understand.
Confucius

Strengthening demand for workers (especially in mechanical engineering, metallurgy - in general, in the "real sector") may soon lead to the fact that in the near future they may become the highest paid in the country. But where to find these people now? In our small town of Berdyansk, their shortage has long been a serious problem: industrial enterprises there are many in the city, and the city engineering college is unable to satisfy the growing need for personnel ...

What should managers do in a situation where the possibilities of recruiting “ready-made” workers for blue-collar jobs have declined? There is only one real way out - to look for alternative ways:

• self-training (in production);
• sending employees to study at vocational schools/technical schools;
• professional retraining in the corporate training center.

We decided to train people on our own, directly at the workplace. At the same time, such training became effective in many respects precisely due to the involvement of mentors: the introduction of a beginner into a specialty and training directly at the workplace was carried out by another, more experienced employee with the same specialty.

The main "plus" of the mentoring system is that an experienced master can convey to the student knowledge about the specifics of work at a particular workplace, with which he is well acquainted. This form of training was very common during the Soviet Union, as it allowed to quickly prepare required amount employees of a particular profession. It was important for us that our “old people” themselves once went through a mentoring system.

It would seem that it could be easier for an HR specialist than to introduce a mentoring system: we write the relevant Regulations, coordinate it with the management, inform the team, and then all that remains is to control the process. Unfortunately, in reality, various “pitfalls” were discovered on the way to the implementation of the project, and there were much more problems than expected.

In our company, the main difficulty was selection of people who could become mentors (although at first no one thought that this could be a problem at all). Why? Qualifications and skills were enough for experienced workers, but after all, a mentor must also have many other qualities (for a list of criteria for choosing mentors, see tab. one)…

Tab. 1. Criteria for choosing a mentor

No. p / p	Group	Criterion	Note
	Work results	Execution of planned tasks high labor productivity compliance with product quality requirements lack of marriage and complaints from the management	The mentor himself must demonstrate consistently high performance. This is especially important for areas where the probability of marriage is high, and its elimination is costly.
	Qualification	Extensive work experience rank in the specialty (not lower than the fifth) diploma/certificate of education age - at least 30 years	Without work experience and the necessary qualifications, it is impossible to teach someone how to work correctly.
	Work organization	Ability to organize workplace, keep it in proper order discipline, meticulousness	The student must learn to keep the workplace clean, come to work on time. If the teacher himself does not know how to adhere to these rules, the student will never be able to understand their importance.
	Personal qualities and position in the team	Respect from team members decency, conscientiousness ability to build relationships with strangers	The employee must build normal working relationships with colleagues not only in his area, but also in other departments, help others in solving current issues
	Motivation	Desire to help others professional development need for new experiences striving for career advancement interest in receiving additional remuneration	A person should be focused on his professional and personal development, as well as the development of others, be interested in teaching others, be able to transfer accumulated knowledge and experience, and also provide moral support to the student.
	Organizational and pedagogical abilities	Ability to set the student up for the desired result ability to teach, speak and listen	The clearer the mentor is able to express his thoughts (moreover, in simple and accessible words), the better for the student. In addition, the mentor must be able to defend their beliefs in conflict situations.
	Work experience in the company, product knowledge	Work experience in the company - at least three years knowledge technical documentation, product ranges	The mentor must know the company's products, the features of the flow of all processes, the principles of interaction between departments, etc.

The mentor must be able to:

• familiarize the new employee with the enterprise (territory, organizational structure, accepted rules of conduct, corporate culture, colleagues, etc.);
• familiarize with the range of products and requirements for manufactured products;
• show the workplace, conduct a full briefing of the new employee on the use of machines and mechanisms;
• to tell about official duties and the requirements for the performer at this workplace;
• to teach a beginner to work so that he can produce products of the required quality level.

They found the following way out of the situation: they decided to select mentors for new employees, taking into account what kind of knowledge/skills they currently lack. For example, a beginner has some experience in the profession, but he is not at all familiar with the products of our factory - in this case, the main criterion for selecting a mentor is 1) product knowledge (paragraph 7 table 1) and 2) work experience at the enterprise.

But the choice the right people does not yet guarantee that all of them will immediately join the new task, because training, control, and motivation of young people is an additional burden! It is possible to get the expected effect from mentoring only if each master is interested in transferring his knowledge and skills to the next generation. As the “history of the issue” shows, attaching a young worker “on a voluntary basis” to a mentor is a deliberately losing option. What motivators will work?

Our practice confirms that at present the best means of motivation is material interest; without this, it is not possible to get the necessary effect from the mentoring system. Intangible Incentives ( new position, gratitude, a portrait on the Board of Honor, etc.) are also important, but - in the second place; the emphasis should still be on financial incentives.

Search and selection methods of material motivation mentors in our company was carried out in stages: new approaches were introduced, then evaluated in terms of effectiveness, then revised and finalized ... This cycle was repeated many times before we came to the current system. Here's what we tried until we found the best option:

I. Our company uses a piece-bonus form of remuneration: employees do not have salaries, wages are charged for the volume of actually manufactured products at established rates. It was decided: for the period of mentoring to pay extra to the mentor - in the amount of 10% of the amount of his monthly salary. At the same time, the student during the training period receives the minimum salary plus payment for the products he has made according to the approved prices. The rationale was:

• the mentor, with the help of the student, will be able to make more products than he used to do alone (for each unit of production, he will receive additional wages, and in addition, an additional payment for mentoring in the amount of 10% of the salary);
• the student receives a certain minimum, and also has a real opportunity to earn more.

We thought that since the actual salary of the mentor would increase significantly, this would be a good incentive for the successful training of new workers. But it turned out that in practice this approach inefficient:

• the mentor was constantly distracted from work in order to help the student or control his actions, therefore he did not have time to fulfill his norm and lost in earnings;
• the student produced a large amount of work only thanks to the help of an experienced master: in the products he made, a significant proportion of the added value was actually created by the mentor, although the student received the money for it.

results : the mentor is demotivated; a trained young worker, having parted with the status of an apprentice, was far from immediately able to independently perform established norms workings. For some beginners, this came as a surprise, because they no longer had a certain rate, and earnings were formed only by piece rates. They came to the conclusion that they were “losing money” and quit without starting to work seriously. At the first stage of independent work, they really earned less, but soon the salary of former students increased significantly, only this had to be reached ...

The system clearly required revision.

II. Given the failures of the first option, changes were made to the system of mentors' motivation. Now:

• students were paid wages in the amount of the minimum wage;
• the mentor received payment for all products made together with the student, plus (as before) a 10% surcharge.

The motivation of mentors was improved - they saw the benefit in the rapid training of students, since the number of parts made with them in a pair depended on this (and, accordingly, the amount of wages).

But also this system turned out to be “skewed”, now towards the interests of the mentor. Initially, it was agreed that the period of study should be six to nine months - depending on the specialty, but could be extended "for objective reasons." For example, if a) due to the features production process in a specific period of time, the master could not devote enough time to his ward; b) there was no order for products; c) there were no works of a certain complexity, etc.

results : mentors sought to stretch the training period in order to receive increased wages (“for themselves and for that guy”). Of course, this option turned out to be unacceptable for the company, so the system was revised again.

III. We have now decided to encourage accelerated training for beginners: the size of the additional payment for mentoring was put in inverse proportion to the period of study (that is, the longer the beginner walks in the apprenticeship, the less remuneration the master receives). At the same time, the payment for different periods of training was approached differentially:

1) six to nine months inclusive: the work of the mentor with the student was paid to the maximum (payment for all products manufactured together with the student plus 10% of the mentor's monthly salary);

2) 10–12 months: mentoring fees decreased (only 5% of mentor's monthly salary);

3) more than a year: mentoring was not paid.

results : In proposing these changes, we were afraid that mentors would “drop” students who were not fully prepared after the first stage. But our worries turned out to be unfounded - the system finally started working normally.

After some time, the first results were summed up. Despite all the improvements, the mentoring motivation system still had a significant drawback: the quality of young workers' training largely depended on the size of the foreman's remuneration. We decided that this was burdensome for the enterprise, so we tried to use various methods of non-material motivation:

Firstly, organized a competition among students, the winner of which received the title of "Best Prepared Student". The mentor, whose ward won the competition, received a) a certificate of honor, and also b) a week of additional leave. But, as it turns out, for most of the experienced workers we would like to see as mentors, additional leave did not become a serious motive for working with youth - older people need less additional free time (these needs are rather high among young people, especially young husbands and fathers).

Secondly, tried to "stir up" the enthusiasm of experienced workers: they explained that the work of a mentor is a recognition of high professionalism, a sign of high status in the company. But all of our recognized masters with experience already knew that working professions are in demand, the management appreciates them, and they have the highest rank.

In the end, we promised to pay an additional one-time bonus for preparing the best student. This briefly changed people's attitudes towards mentoring in better side- however, it was no longer possible to call such a method non-material motivation. As a result, the program of non-material motivation of mentors was completely curtailed, because saving money on education was unprofitable.

But motivation isn't everything. While introducing a mentoring system in production, we also encountered other problems:

1. How to fix the student's transition to the category of "real" (full-fledged, independent) workers?

To establish the end of the apprenticeship period, we have developed qualification assessment procedure received by young workers.

Here is how this process is organized in our factory. When the mentor is satisfied that his student is ready for independent work, he informs the immediate supervisor about the end of the preparation period. Then a special commission is assembled consisting of the head of the shop, the chief engineer, the foreman of the site (to which the student is attached), the engineer for labor rationing, the economist, the technologist and the HR specialist. The members of the commission, in accordance with the established procedure, check the knowledge and skills of the young worker, and then confirm (or not confirm) his qualifications.

To demonstrate the acquired skills, the student performs an examination practical work, which is evaluated by the members of the commission. Then they test theoretical knowledge. If the results of the work are positively assessed by all members of the commission, the worker leaves the group of students and starts working in the “normal mode”.

Simultaneously with checking the readiness of the young worker to act independently, the work of the mentor is also evaluated: how well did he cope with his task? can he be entrusted with the training of young workers in the future?

2. How to ensure the completion of the student training cycle?

What is the essence of the question? We had a case when, after the third month of training, a student complained to the site foreman (as his immediate supervisor) that the mentor required him to do 80% of the work on his own and, in general, “forgot” his ward. But the commission did not find anything "wrong" in the mentor's actions. How did the conflict end? The mentor himself demanded the transfer of the student to another master, after which the commission found a new mentor for the student.

In our experience, the question of whether a mentor can refuse to train a young employee in the middle of the training period is best decided in advance, stipulating this in the Regulations on mentoring. Our decision: of course, the mentor has the right to refuse the obligations assumed, but only if the student does not comply with his obligations.

3. Who should oversee the mentoring project?

It depends on the characteristics of the enterprise. In our company, methodological training of mentors is carried out by the HR service, which maintains a database of students and mentors ( tab. 2) and also prepares everything Required documents(protocols on the assignment of a profession and / or work category, orders to include mentors in the database, Regulations on mentoring) and measures to improve the training system. At necessary HR staff together with a mentor develop Plan of the education etc. Candidates for mentors are nominated by the heads of departments, after consideration they are approved by the director (this decision is entered in a separate line in the order for hiring a new employee).

Tab. 2. Base of mentors (fragment)

No. p / p

FULL NAME.

Position, profession

Discharge

Date of Birth

Work experience in the specialty

employment date

Number of trained

statu with

FULL NAME. student

Period of study

the date of the beginning

planned end date

actual end date

Ivanov Sergey Viktorovich

electric welder

free

Yurko Andrey Anatolievich

Toolmaker

Sidorov Yury Viktorovich

Vasiliev Petr Olegovich

free

Petrenko Yury Vladimirovich

free

Andreev Vasily Vasilievich

free

Yatsenko Yakov Andreevich

electric welder

Durov Oleg Olegovich

Dmitrov Evgeny Vladimirovich

milling machine

Ivasyuk Ivan Sergeevich

Rublev Petr Vasilievich

Sharpener

free

What kind conclusions we did for ourselves by introducing mentoring at the plant?

1. The management of the enterprise considers the results of this program as generally positive. Mentoring has proven to be the most effective method training of workers with the necessary qualifications directly at the workplace.
2. On-site training - at proper organization- is a powerful tool for optimizing production. Often, training an existing employee - even if there are several applicants for a job - turns out to be much more profitable than attracting a new one. But this solution will be effective only if there is interest all parties: the enterprise, the student and his mentor.
3. Saving on wages will never lead to a good result! According to various estimates, about 90% of employees will go to work in other companies if their current job is lower than the market average - regardless of the level of commitment to the company or their work. Savings on the salaries of mentors do not allow to get a positive effect from the introduction of a mentoring system.
4. Mentors also need to be periodically trained, upgraded (especially in adult education methods) and evaluated. At our enterprise, lectures are regularly held for mentors by technologists, employees of the quality system department and Chief Engineer. The frequency of lectures depends on the current needs of the company. For example, with an increase in the number of employees, a change in the range of products, they are carried out more often.
5. People need to be valued and protected. We are proud that in the midst of "optimization crisis measures" in our company, a decision was made: "to save all employees" (although there was no work for people then)! And this is not charity: we understood that having fired experienced workers today, we would not find new ones after the crisis. Not a single person was fired "for redundancy", which made it possible to keep the team, including highly qualified workers who can be entrusted with work with youth.
6. Investments in the mentoring system are investments in "human capital", and therefore in the development of the company. These investments bring real income to the company by increasing labor efficiency and improving product quality.

Article provided to our portal
the editors of the journal

How is the premium calculated in labor costs? wages for mentoring?

If a trainee is assigned a mentor from among the full-time employees of the organization, whose duties include training the trainee, advising him, helping him to master the work site, the mentor may be paid an allowance to the salary for mentoring, the amount of which is determined by agreement between the employer and the mentor.

According to the clarification of the Department of Tax and Customs Tariff Policy of the Ministry of Finance of the Russian Federation, contained in the letter dated February 22, 2007 N 03-03-06 / 1/115, in accordance with Art. 255 of the Tax Code of the Russian Federation (hereinafter referred to as the Tax Code of the Russian Federation), the taxpayer's expenses for wages include any accruals to employees in cash and (or) in kind, incentive accruals and allowances, compensation accruals related to the mode of work or working conditions, bonuses and one-time incentive accruals , expenses associated with the maintenance of these employees, provided for by the norms of the legislation Russian Federation, labor agreements (contracts) and (or) collective agreements.

At the same time, according to paragraph 21 of Art. 270 of the Tax Code of the Russian Federation, expenses do not include expenses for any types of remuneration provided to management or employees in addition to remuneration paid on the basis of employment agreements (contracts).

In addition, it must be borne in mind that, in accordance with Art. 135 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) wage systems, including sizes tariff rates, salaries (official salaries), additional payments and allowances of a compensatory nature, including for work in conditions that deviate from normal, systems of additional payments and allowances of a stimulating nature and bonus systems are established by collective agreements, agreements, local regulations in accordance with labor legislation and other normative legal acts containing norms labor law.

Based on this, the organization can take into account in the composition of labor costs for tax purposes the amount of allowances for mentoring paid to employees on the basis of the local regulation on remuneration and bonuses to employees, and if such payments are provided for by collective and (or) labor contracts.

At present, mentoring is becoming more widespread as one of the most convenient and effective ways adaptation and training of new employees.

However, if the system government agencies the procedure for formalizing and implementing mentoring has been unified, the norms on mentoring have legal entities and individual entrepreneurs are fixed by local acts of employers who choose convenient options for mentoring and ways to motivate mentors, which entail various legal consequences. It is difficult to overestimate the importance of mentoring carried out in accordance with the norms of the Labor Code of the Russian Federation. Thus, properly formalized apprenticeship and mentorship allowed Auchan LLC in 2011 to win the case against public institution- Moscow regional regional office Foundation social insurance The Russian Federation, which regarded the conclusion of student contracts as a sham transaction, designed to hide the real conclusion of employment contracts in order to evade payment of insurance premiums (Decree of the Tenth Arbitration Court of Appeal dated November 15, 2011 in case N A41-16097 / 11).
Mentoring may include integral part into the labor function of an employee on the basis of an employment contract or an additional agreement thereto, be carried out on the basis of an agreement on combining professions or positions or on the basis of an additional agreement to an employment contract on the performance of the functions of a mentor in relation to a specific person for a specified period of time. Most often, mentoring is not the main one, but acts as an additional labor function that does not cancel the specifics of the employee’s work and the benefits assigned to him according to the employment contract.
This conclusion is confirmed by the SC civil affairs Kemerovo regional court, found that the plaintiff, M.A.I., was denied the appointment of an early labor pension, since the special experience, giving the right to early appointment of an old-age labor pension, the defendant, Novokuznetsk tram and trolleybus management, did not count the period from 31.07. 1980 to 10/31/1985 (5 years and 3 months), during which he worked as a trolleybus driver, and the period from 11/01/1985 to 01/12/1987 (1 year and 1 month), during which he worked as a trolleybus driver, foreman. During these periods, M.A.I. worked in Novokuznetsk TTU as a trolleybus driver, which is confirmed by an entry in work book. Recognizing the refusal as unlawful, the court rightly pointed out that the plaintiff, during the period from 07/31/1980 to 01/12/1987, worked as a trolleybus driver in Novokuznetsk TTU on regular city passenger routes full-time, while being an elected foreman. Thus, the period of work from 07/31/1980 to 01/12/1987 is subject to inclusion in the special length of service for the early appointment of an old-age labor pension. The functions of the foreman included mentoring less experienced workers, the distribution of KTU. Brigadiers were elected general meeting, the foreman is not released from the work of the driver, this is an additional function for which an additional payment was made (Appeal ruling of the Investigative Committee in civil cases of the Kemerovo Regional Court dated July 12, 2012 in case N 33-7127; a similar decision is contained in the Appeal ruling of the Investigative Committee in civil cases of the Penza Regional Court dated May 15, 2012 N 33-992).
Similarly, by the Decision of the Dzerzhinsky City Court Nizhny Novgorod region dated 31.07.2012 in case N 2-2194/2012, the claims of the plaintiff V.E.V. on the offset of the disputed period in the special experience due to the fact that the assignment of V.E.V the title of mentor does not indicate a change in the name of his position, and from the available orders, indicating the mentorship of the plaintiff, it does not follow that the plaintiff did not work independently in his position , since the plaintiff was paid wages, including payment for the implementation of the labor function and mentoring.
Mentoring can be carried out within the framework of the labor function: pilot-mentor (Appeal ruling of the Moscow City Court dated 12.08.2014 N 33-31875 / 14), captain-mentor (Decision of the Arkhangelsk Regional Court dated 14.03.2013 N 7р-135/13), driver - mentor (Appeal decision of the IC in civil cases of the Lipetsk Regional Court dated 06/03/2013 in case N 33-1300 / 2013), etc. - and be carried out on an ongoing basis with the appointment of a monthly incentive payment. At the same time, the very fact of establishing such an incentive payment is not an indisputable basis for the subsequent reimbursement of the costs of training a student in case of failure to fulfill his obligation to work for an employer. contractually determined period after graduation at the expense of the employer. Thus, OOO firm "Audit TD" filed a lawsuit against A.Kh.Ya. on termination of the agreement, reimbursement of expenses for the training of a specialist and the collection of interest for the use of other people's funds. In support of the claim, it was indicated that the defendant was hired by the plaintiff, while, under the terms of the concluded employment contract, she undertook to work in the organization for 3 years, and in case of dismissal before the expiration of this period, to reimburse the plaintiff for the costs of her training as a specialist, however, resigning on own will, did not pay the amount of money spent on training, ignored the additional agreement on reducing the amount of reimbursable costs for training a specialist, provided that it was paid within 3 months. SC for civil cases Supreme Court The Republic of Tatarstan confirmed the correctness of the decision of the court that dismissed the claim. Among other circumstances of the case, the court analyzed the plaintiff's assertion that the amount of money presented for collection has a factual justification and is calculated on the basis of bonuses made to employees (team leaders, leading specialists and the director of methodology and audit) for their performance additional responsibilities for the training (education) of specialists. This statement, according to the court, is not consistent, t.to. additional payments to employees in connection with the performance of more qualified work, due, among other things, to mentoring within the assigned labor function, do not in themselves form the composition of the costs of training (education) of employees and cannot be claimed for reimbursement of the court of the Republic of Tatarstan dated January 12, 2012 in case No. 33-15927/2011).
Thus, in order to ensure the possibility of recovering the amount of money paid to the mentor from a student who has not fulfilled the obligation to work with the employer for a period specified by the contract after graduation at the expense of the employer, it is necessary to indicate in the supplementary agreement to the employment contract the specific person in respect of whom mentoring will be carried out , include in the calculation of the cost of training the costs of paying additional payments to the salary of the mentor in connection with the performance of the above duties, as well as formalize these relationships with orders and make this payment.
This conclusion is confirmed by the Appellate Ruling of the Investigative Committee for Civil Cases of the Khabarovsk Regional Court dated June 6, 2012 in case No. 33-3528/2012.
In accordance with the student agreement J.E.N. is obliged to work in OOO "Magma" after graduation for 3 years. Between J.E.N. and LLC "Magma" was concluded labor contract about hiring, but J.E.N. was dismissed for absenteeism on the basis of paragraphs. "a" p. 6 h. 1 art. 81 of the Labor Code of the Russian Federation earlier than the period stipulated by the student agreement.
The following documents were presented to the court by the plaintiff in support of the legitimacy of recovering the costs of the mentor's remuneration:
1) an order on the organization of training at the enterprise: an instruction to organize training for students in the amount of 2 people; the appointment of mentors for training with assignment to them of one student; setting the term of study; establishing a student's salary for the period of study; assigning to students in case of positive passing the exams of the specialty and payment of remuneration to tutors in the amount of 20% of the salary accrued to them for the period of study;
2) an order to approve the minutes of the meeting of the qualification commission on the surrender of Zh.E.N. qualification examination in the specialty and the assignment of qualifications to it;
3) an order for the appointment of remuneration to the mentor for the training of the student Zh.E.N.;
4) payment order mentor Zh.E.N.
The panel of judges rejected the arguments of the complaint about the unreasonableness of recovering from the defendant the costs of remunerating the mentor, since the plaintiff incurred the costs of paying the mentor for training the plaintiff, while the fact of appointing a mentor to the defendant, establishing the amount of remuneration for him and paying him to the mentor is confirmed by the relevant orders of the employer and the payment order.
This position in similar cases was also confirmed by the Appeal ruling of the Investigative Committee in civil cases of the Samara Regional Court of February 11, 2014 in case N 33-1385 / 2014, the Appeal ruling of the Investigative Committee in civil cases of the Sverdlovsk Regional Court of 09.02.2014 in case N 33-11515 / 2014 and others
The lack of properly formalized mentoring creates certain difficulties for employees performing mentoring functions in the event of a dispute with the employer.
So, K.V.A. and K.N.A. filed a lawsuit against CJSC "Firma" ANTA "for the recovery of wage arrears, as well as payment expenses legal services. It was stated that the defendant did not pay for the period of work overtime work, for combining positions, payment for mentoring was not made, and illegal deductions from wages were made. The employment contract with the plaintiffs was not properly executed. In support of their claims for tutoring fees, the plaintiffs invoked the tutoring provision. The decision of the IC in civil cases of the Moscow City Court dated December 20, 2011 in case No. 33-42250 confirms the correctness of the court's conclusion that there are no grounds for satisfying the claimants' claims for recovery in their favor cash for mentoring interns, since the plaintiffs did not provide evidence confirming the legitimacy and validity of the claim in this part.
However, the absence of a written supplementary agreement to the employment contract on entrusting the employee with the duties of a mentor and their payment does not relieve the employer from the obligation to pay for mentoring if the employee can provide evidence of the fact that he has performed the functions of a mentor, including when it is confirmed solely by witness testimony. This is confirmed by the Investigative Committee for Civil Cases of the Belgorod Regional Court in the Appellate Ruling in the case of November 15, 2012 N 33-3511, according to which the claims for the collection of fees for mentoring are subject to satisfaction. The fact of employee training, despite the employer's assertion to the contrary, is confirmed by the testimony of witnesses U. and R. Failure to properly prepare documents to secure mentorship cannot serve as a basis for dismissing the claim, since such an obligation is assigned to the employer.
In the opposite situation - a detailed definition in local regulations of the procedure for mentoring, the employer must comply with the requirements of these acts.
In case of their non-fulfillment, inaction, together with other circumstances, may be assessed by the court and serve as a basis for the reinstatement of an employee who was dismissed as having failed the test. So, according to the instructions for passing the test when applying for a job on the first day of work, the employer is obliged to familiarize the employee with signature job description, appoint a mentor, within the first 3 days, together with the employee, draw up a work plan for the first month of work. The Investigative Committee for Civil Cases of the St. Petersburg City Court found that the plaintiff D.D.A., as required by the provisions of the instructions for passing the test when hiring, was not assigned a mentor, a work plan for the first month was not drawn up, the immediate supervisor was not assessed the results of the plaintiff's work, the plaintiff was not provided with additional time to perform duties, and his subsequent dismissal as not having passed the test was recognized as unreasonable (Cassation ruling of the St. Petersburg City Court dated September 29, 2011 N 33-14786 / 2011).
However, the violation by the student's mentor of certain requirements of local regulations on training with a mentor, such as setting the maximum duration of training and conducting training throughout the working day, is not significant and does not entail the indisputable recognition of the student's contract of employment.
In particular, with the requirement to reinstate at work, the obligation to conclude an employment contract, the recovery of wages for the time forced absenteeism, compensation for non-pecuniary damage applied E.I.Yew. to CJSC "Firma" Anta ", because she believed that the student agreement concluded with her was void, since she carried out labor activity, working as a seller, and was actually admitted to work by the defendant. established by the student agreement organizational form apprenticeship - individual training with a mentor who is an employee of the training party with sufficient qualifications and experience. During the period of apprenticeship, her practical training did not continue in the amount established by the regulation on apprenticeship of persons, job seekers(no more than 50% of the total training time), but throughout the working day, which allowed E.I.Yu. draw the above conclusion. According to the IC in civil cases of the Moscow City Court, the plaintiff's argument about the nullity of the student agreement cannot be considered reasonable, since the norms of the Labor Code of the Russian Federation do not provide for the possibility of recognizing contracts regulated by labor legislation as void transactions. In itself, the excess of the time of the plaintiff's practical training during the training of the standards defined in the named provision does not indicate the presence labor relations between the parties, since the case materials confirm the existence of relations between the parties related to the apprenticeship of the plaintiff with the defendant (Appeal ruling of the Moscow City Court dated 10.12.2012 N 11-30383/12).
Thus, the employer can determine the way he needs to formalize mentoring and the degree of detail of the process of its implementation, depending on the strategy for managing personnel, labor and other resources, including mentoring in the employee’s labor function, but refusing the opportunity to recover damages in this part from the early termination of the term student, or by arranging temporary mentorship for specific students additional agreement and retaining the right to recover the above damages.

"Human Resources Department budget institution", 2010, No. 7

Question: Our organization has decided to introduce mentorship for young professionals. In this regard, the question arose: is it necessary to establish an additional payment for mentors and, if so, what should be its size?

Answer: The institution of mentoring is not regulated by the current Labor Code of the Russian Federation. There are only Regulations regulating mentoring in the internal affairs bodies<1>, bodies for control over the circulation of narcotic drugs and psychotropic substances<2>, in the system of the Investigative Committee under the Prosecutor's Office of the Russian Federation<3>, in the system of the Russian Ministry for Civil Defense and Emergencies<4>. These legal documents specify the tasks and procedures for organizing mentoring, the rights and obligations of mentors.

———————————

<1>Regulations on the organization of mentoring in the internal affairs bodies of the Russian Federation, approved. Order of the Ministry of Internal Affairs of Russia dated December 24, 2008 N 1139.

<2>Regulations on the organization of mentoring in the bodies for the control of the circulation of narcotic drugs and psychotropic substances, approved. Order of the Federal Drug Control Service of Russia dated 01.10.2008 N 322.

<3>Regulations on mentoring in the system of the Investigative Committee under the Prosecutor's Office of the Russian Federation, approved. By order of the Investigative Committee under the Prosecutor's Office of the Russian Federation of November 15, 2007 N 36.

<4>Order of the Ministry of Emergency Situations of Russia dated July 20, 2009 N 416 “On the organization of mentoring in the system of the Ministry of the Russian Federation for Civil Defense, Emergencies and Disaster Relief” (together with the Regulations on mentoring in the system of the Ministry of the Russian Federation for Civil Defense, Emergencies and disaster relief).

Mentoring is also mentioned in other legal acts, for example, in the Recommendations on the use new system remuneration of teachers additional education aimed at improving the quality of the work of managerial and pedagogical personnel in the system of additional education for children, published in the Letter of the Ministry of Education and Science of Russia dated March 25, 2009 N 06-296, however, the organization of mentoring in this document is not disclosed in detail.

A number of industry agreements speak of the possibility of establishing mentoring in an organization and fixing its procedure and conditions in the local legal act of such an organization (p.
4 of the Industry Tariff Agreement in the Electric Power Industry of the Russian Federation for 2009-2011<5>), as well as the minimum amount of additional payment for mentoring (for example, in accordance with clause 6.6.2 of the Industry Tariff Agreement in the housing and communal services of the Russian Federation for 2008-2010<6>mentors are assigned to all young workers no later than six months from the start of their work, and they are paid a salary bonus of at least 10% of the salary).

———————————

<5>Approved by the All-Russian Industry Association of Employers in the Electric Power Industry, public association"All-Russian Electroprofsoyuz" 06/27/2008.

<6>Approved by Rosstroy on 07/02/2007, the All-Russian Industry Association of Employers "Union of Communal Enterprises", the All-Russian Trade Union of Life Support Workers on 06/22/2007.

This means that if an institution did not previously have an institution of mentoring, it is necessary to study the regulatory legal documents related to the industry in which it operates, and then prescribe the procedure for organizing mentoring in the local normative act.

If, when hiring an employee, an employment contract did not resolve the issue of mentoring, then, within the meaning of Art. 60.2 of the Labor Code of the Russian Federation, mentoring will be additional work, the content and scope of which are established by the employer with the written consent of the employee.
the force of Art. 151 of the Labor Code of the Russian Federation, when combining professions (positions), expanding service areas, increasing the volume of work or performing the duties of a temporarily absent employee without exemption from work determined by the employment contract, the employee is paid an additional payment, the amount of which is approved by agreement of the parties to the employment contract, taking into account the content and (or ) volume additional work. In a budgetary organization, the amount of the surcharge must be established by a higher organization and enshrined in local regulations. If the performance of mentoring functions was not stipulated in the employment contract with the employee, and the employee does not agree to this, the employer is not entitled to demand their implementation.

K. V. Shestakova

Journal Expert

"Human Resources Department

budget institution"

Signed for print

hr-portal.ru

1. In accordance with Art. 255 of the Tax Code of the Russian Federation (hereinafter - the Tax Code of the Russian Federation), the taxpayer's labor costs include any accruals to employees in cash and (or) in kind, incentive accruals and allowances, compensation accruals related to the mode of work or working conditions, bonuses and one-time incentives accruals, expenses related to the maintenance of these employees, provided for by the norms of the legislation of the Russian Federation, labor agreements (contracts) and (or) collective agreements.

At the same time, according to paragraph 21 of Art. 270 of the Tax Code of the Russian Federation, expenses do not include expenses for any types of remuneration provided to management or employees in addition to remuneration paid on the basis of employment agreements (contracts).

According to par. 2 tbsp. 135 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) of the wage system, including the size of tariff rates, salaries (official salaries), additional payments and allowances of a compensatory nature, including for work in conditions that deviate from normal, systems of additional payments and incentive bonuses and bonus systems are established by collective agreements, agreements, local regulations in accordance with labor legislation and other regulatory legal acts containing labor law norms. Based on the foregoing, taking into account the information given in the question, the organization can take into account as expenses for the purposes of taxation of profits the amount of allowances for mentoring paid to employees on the basis of the local regulation on remuneration and bonuses to employees, and if such payments are provided for by collective and (or) labor contracts.

2. According to paragraph 4 of Art. 255 of the Tax Code of the Russian Federation, the cost of free housing provided in accordance with the procedure established by the legislation of the Russian Federation (the amount of monetary compensation for the failure to provide free housing, utilities and other similar services) is included in labor costs, which, in turn, are included in the calculation of the tax base for income tax.
in accordance with paragraph 5 of Art. 16 federal law dated 25.07.2002 N 115-FZ "On legal status foreign citizens in the Russian Federation" the inviting party shall provide guarantees of material, medical and housing support for a foreign citizen for the period of his stay in the Russian Federation. The procedure for presenting these guarantees is established by the Government of the Russian Federation.

Decree of the Government of the Russian Federation of March 24, 2003 N 167 "On the procedure for providing guarantees of material, medical and housing support for foreign citizens and stateless persons for the period of their stay in the Russian Federation" approved the Regulation on the provision of guarantees of material, medical and housing support for foreign citizens and persons stateless for the period of their stay in the Russian Federation (hereinafter - the Regulation).

According to paragraphs. "d" Clause 3 of the Regulation guarantees the material, medical and housing support of a foreign citizen for the period of his stay in the Russian Federation are letters of guarantee from the inviting party about the assumption of housing obligations by the inviting party of a foreign citizen in accordance with the social norm of housing area established by the authority state power the corresponding subject of the Russian Federation.

These costs are not subject to paragraph 4 of Art. 255 of the Tax Code of the Russian Federation. However, in accordance with Art. 131 of the Labor Code of the Russian Federation collective agreement or an employment contract upon a written application of the employee, remuneration may be made in other forms that do not contradict the legislation of the Russian Federation and international treaties Russian Federation. The share of wages paid in non-monetary form may not exceed 20 percent of the accrued monthly wage.

In view of the foregoing, the costs associated with the provision of housing foreign workers, subject to their documentary confirmation, are taken into account for the purposes of taxation of profits on common grounds as part of labor costs in an amount not exceeding 20 percent of the amount of wages.

ppt.ru

Currently, mentoring is becoming more widespread as one of the most convenient and effective ways to adapt and train new employees.

At the same time, if the procedure for formalizing and implementing mentoring is unified in the system of state bodies, the norms on mentoring for legal entities and individual entrepreneurs are fixed by local acts of employers who choose convenient options for formalizing mentoring and ways to motivate mentors, which entail various legal consequences.
it is difficult to overestimate the importance of mentoring carried out in accordance with the norms of the Labor Code of the Russian Federation. Thus, properly formalized apprenticeship and mentoring allowed Auchan LLC in 2011 to win a case against a state institution - the Moscow Regional Branch of the Social Insurance Fund of the Russian Federation, which regarded the conclusion of apprenticeship contracts as a sham transaction, designed to hide the real conclusion of employment contracts in order to evade from the payment of insurance premiums (Decision of the Tenth Arbitration Court of Appeal dated November 15, 2011 in case N A41-16097 / 11).
Mentoring may be included as an integral part of the employee's labor function on the basis of an employment contract or an additional agreement thereto, carried out on the basis of an agreement on combining professions or positions, or on the basis of an additional agreement to an employment contract on the performance of the functions of a mentor in relation to a specific person for a specified period of time. . Most often, mentoring is not the main one, but acts as an additional labor function that does not cancel the specifics of the employee’s work and the benefits assigned to him according to the employment contract.
This conclusion is confirmed by the Investigative Committee for Civil Cases of the Kemerovo Regional Court, which found that the plaintiff, M.A.I., was denied an early labor pension, since the defendant, Novokuznetsk Tramvaino - trolleybus department, did not count the period from 31.07.1980 to 31.10.1985 (5 years and 3 months), during which he worked as a trolleybus driver, and the period from 01.11.1985 to 12.01.1987 (1 year and 1 month), in during which he worked as a trolleybus driver, foreman.
specified periods M.A.I. worked in Novokuznetsk TTU as a trolleybus driver, which is confirmed by an entry in the work book. Recognizing the refusal as unlawful, the court rightly pointed out that the plaintiff, during the period from 07/31/1980 to 01/12/1987, worked as a trolleybus driver in Novokuznetsk TTU on regular city passenger routes full-time, while being an elected foreman. Thus, the period of work from 07/31/1980 to 01/12/1987 is subject to inclusion in the special length of service for the early appointment of an old-age labor pension. The functions of the foreman included mentoring less experienced workers, the distribution of KTU. The foremen were elected at a general meeting, the foreman was not released from the work of the driver, this is an additional function for which an additional payment was made (Appeal ruling of the Investigative Committee on civil cases of the Kemerovo Regional Court dated July 12, 2012 in case N 33-7127; a similar decision is contained in the Appeal ruling of the Investigative Committee on civil cases of the Penza Regional Court dated May 15, 2012 N 33-992).
Similarly, by the Decision of the Dzerzhinsky City Court of the Nizhny Novgorod Region dated July 31, 2012 in case No. 2-2194/2012, the claims of the plaintiff V.E.V.
the offset of the disputed period in the special experience due to the fact that the assignment of V.E.V the title of mentor does not indicate a change in the name of his position, and from the available orders, indicating the mentoring of the plaintiff, it does not follow that the plaintiff did not work independently in his position, because the plaintiff was paid wages, including payment for the implementation of the labor function and mentoring.
Mentoring can be carried out within the framework of the labor function: pilot-mentor (Appeal ruling of the Moscow City Court dated 12.08.2014 N 33-31875 / 14), captain-mentor (Decision of the Arkhangelsk Regional Court dated 14.03.2013 N 7р-135/13), driver - mentor (Appeal decision of the IC in civil cases of the Lipetsk Regional Court dated 06/03/2013 in case N 33-1300 / 2013), etc. - and be carried out on an ongoing basis with the appointment of a monthly incentive payment. At the same time, the very fact of establishing such an incentive payment is not an indisputable basis for the subsequent reimbursement of expenses for training a student in case of failure by him to fulfill his obligation to work with the employer for a period specified by the contract after graduation at the expense of the employer. Thus, OOO firm "Audit TD" filed a lawsuit against A.Kh.Ya. on termination of the agreement, reimbursement of expenses for the training of a specialist and the collection of interest for the use of other people's funds. In support of the claim, it was indicated that the defendant was hired by the plaintiff, while under the terms of the concluded employment contract she undertook to work in the organization for 3 years, and in case of dismissal before the expiration of this period, to reimburse the plaintiff for the costs of her training as a specialist, however, resigning voluntarily, did not pay the amount spent on training, ignored an additional agreement on reducing the amount of reimbursable costs for training a specialist, provided that it was paid within 3 months.
for Civil Cases of the Supreme Court of the Republic of Tatarstan confirmed the correctness of the decision of the court that dismissed the claim. Among other circumstances of the case, the court analyzed the plaintiff's assertion that the sum of money claimed for collection has a factual justification and is calculated on the basis of bonuses paid to employees (team leaders, leading specialists and the director of methodology and audit) for the performance of their additional duties of training (education) specialists. This statement, according to the court, is not consistent, t.to. additional payments to employees in connection with the performance of more qualified work, due, among other things, to mentoring within the assigned labor function, do not in themselves form the composition of the costs of training (education) of employees and cannot be claimed for reimbursement of the court of the Republic of Tatarstan dated January 12, 2012 in case No. 33-15927/2011).
Thus, in order to ensure the possibility of recovering the amount of money paid to the mentor from a student who has not fulfilled the obligation to work with the employer for a period specified by the contract after graduation at the expense of the employer, it is necessary to indicate in the supplementary agreement to the employment contract the specific person in respect of whom mentoring will be carried out , include in the calculation of the cost of training the costs of paying additional payments to the salary of the mentor in connection with the performance of the above duties, as well as formalize these relationships with orders and make this payment.
This conclusion is confirmed by the Appellate Ruling of the Investigative Committee for Civil Cases of the Khabarovsk Regional Court dated June 6, 2012 in case No. 33-3528/2012.
In accordance with the student agreement J.E.N. is obliged to work in Magma LLC after graduation for 3 years. Between J.E.N. and Magma LLC concluded an employment contract, but Zh.E.N. was dismissed for absenteeism on the basis of paragraphs. "a", paragraph 6, part 1, art. 81 of the Labor Code of the Russian Federation earlier than the period stipulated by the student agreement.
The following documents were presented to the court by the plaintiff in support of the legitimacy of recovering the costs of the mentor's remuneration:
1) an order on the organization of training at the enterprise: an instruction to organize training for students in the amount of 2 people; the appointment of mentors for training with assignment to them of one student; setting the term of study; establishing a student's salary for the period of study; assigning to students in case of positive passing the exams of the specialty and payment of remuneration to tutors in the amount of 20% of the salary accrued to them for the period of study;
2) an order to approve the minutes of the meeting of the qualification commission on the surrender of Zh.E.N. qualification examination in the specialty and the assignment of qualifications to it;
3) an order for the appointment of remuneration to the mentor for the training of the student Zh.E.N.;
4) a payment order to the mentor Zh.E.N.
The panel of judges rejected the arguments of the complaint about the unreasonableness of recovering from the defendant the costs of remunerating the mentor, since the plaintiff incurred the costs of paying the mentor for training the plaintiff, while the fact of appointing a mentor to the defendant, establishing the amount of remuneration for him and paying him to the mentor is confirmed by the relevant orders of the employer and the payment order.
This position in similar cases was also confirmed by the Appeal ruling of the Investigative Committee in civil cases of the Samara Regional Court of February 11, 2014 in case N 33-1385 / 2014, the Appeal ruling of the Investigative Committee in civil cases of the Sverdlovsk Regional Court of 09.02.2014 in case N 33-11515 / 2014 and others
The lack of properly formalized mentoring creates certain difficulties for employees performing mentoring functions in the event of a dispute with the employer.
So, K.V.A. and K.N.A. filed a lawsuit against CJSC Firma ANTA for the recovery of wage arrears, as well as legal fees. It was pointed out that during the period of work, the defendant did not pay overtime, for combining positions, did not pay for mentoring, and also made illegal deductions from wages. The employment contract with the plaintiffs was not properly executed. In support of their claims for tutoring fees, the plaintiffs invoked the tutoring provision. The decision of the IC in civil cases of the Moscow City Court dated December 20, 2011 in case N 33-42250 confirms the correctness of the court’s conclusion that there are no grounds for satisfying the claims filed by the plaintiffs for the recovery of funds in their favor for mentoring interns, since evidence confirming the legality and validity of the claim in this part, the plaintiffs are not represented.
However, the absence of a written supplementary agreement to the employment contract on entrusting the employee with the duties of a mentor and their payment does not relieve the employer from the obligation to pay for mentoring if the employee can provide evidence of the fact that he has performed the functions of a mentor, including when it is confirmed solely by witness testimony. This is confirmed by the Investigative Committee for Civil Cases of the Belgorod Regional Court in the Appellate Ruling in the case of November 15, 2012 N 33-3511, according to which the claims for the collection of fees for mentoring are subject to satisfaction. The fact of employee training, despite the employer's assertion to the contrary, is confirmed by the testimony of witnesses U. and R. Failure to properly prepare documents to secure mentorship cannot serve as a basis for dismissing the claim, since such an obligation is assigned to the employer.
In the opposite situation - a detailed definition in local regulations of the procedure for mentoring, the employer must comply with the requirements of these acts.
In case of their non-fulfillment, inaction, together with other circumstances, may be assessed by the court and serve as a basis for the reinstatement of an employee who was dismissed as having failed the test. So, according to the instructions for passing the test when hiring on the first day of work, the employer is obliged to acquaint the employee with the job description against signature, appoint a mentor, and within the first 3 days draw up a work plan for the first month of work with the employee. The Investigative Committee for Civil Cases of the St. Petersburg City Court found that the plaintiff D.D.A., as required by the provisions of the instructions for passing the test when hiring, was not assigned a mentor, a work plan for the first month was not drawn up, the immediate supervisor was not assessed the results of the plaintiff's work, the plaintiff was not provided with additional time to perform duties, and his subsequent dismissal as not having passed the test was recognized as unreasonable (Cassation ruling of the St. Petersburg City Court dated September 29, 2011 N 33-14786 / 2011).
However, the violation by the student's mentor of certain requirements of local regulations on training with a mentor, such as setting the maximum duration of training and conducting training throughout the working day, is not significant and does not entail the indisputable recognition of the student's contract of employment.
In particular, E.I.Yu. to CJSC “Firma “Anta”, because believed that the student agreement concluded with her was void, since she carried out labor activities, working as a seller, and was actually allowed to work by the defendant. The apprenticeship agreement establishes the organizational form of apprenticeship - individual training with a mentor who is an employee of the training party with sufficient qualifications and experience. During the period of apprenticeship, her practical training continued not in the amount established by the regulation on the apprenticeship of job seekers (no more than 50% of the total training time), but throughout the working day, which allowed E.I.Yu. draw the above conclusion. According to the IC in civil cases of the Moscow City Court, the plaintiff's argument about the nullity of the student agreement cannot be considered reasonable, since the norms of the Labor Code of the Russian Federation do not provide for the possibility of recognizing contracts regulated by labor legislation as void transactions. In itself, the excess of the time of the plaintiff's practical training during the training of the standards defined in the named provision does not indicate the existence of labor relations between the parties, since the case materials confirm the existence of relations between the parties related to the plaintiff's apprenticeship with the defendant (Appeal ruling of the Moscow City court dated 10.12.2012 N 11-30383/12).
Thus, the employer can determine the way he needs to formalize mentoring and the degree of detail of the process of its implementation, depending on the strategy for managing personnel, labor and other resources, including mentoring in the employee’s labor function, but refusing the opportunity to recover damages in this part from the early termination of the term student, or by issuing temporary mentoring of specific students by an additional agreement and retaining the right to compensation for the above harm.

industries-law.rf

Mentoring as a method of staff adaptation

In the current labor law the concept of "mentoring" is not fixed. Therefore, each organization, in case of such a need, determines for itself the tasks and methods of mentoring.

The main goal of the institute of mentoring is to help the employee adapt to new conditions, as well as to master the practical skills of a particular job. The following definition of mentoring is also given: personnel technology, which involves the transfer of knowledge and skills from more qualified persons to less qualified ones, as well as assistance in ensuring their professional development and development (draft Order of the Ministry of Labor "On approval of the Regulations on mentoring in the Ministry of Labor and social protection Russian Federation").

As a rule, mentoring is most common in manufacturing enterprises. For these purposes, organizations can develop Regulations on mentoring, which reveal the principles of mentoring, the rights and obligations of the parties, and the terms of payment. In development of the adopted Regulations, plans and programs for mentoring employees can be developed, which determine the goals set in the framework of mentoring for specific employees and the timing of their achievement.

Mentoring usually involves highly qualified specialists and experienced workers who can help new employees, trainees or apprentices.

glavkniga.ru

What it is

Mentoring is a kind of form of adaptation of new employees to working conditions in a particular production. Thanks to mentors, newly hired employees receive professional training, learning to perform their direct business duties under the supervision of their supervisors assigned to them.

If the company decides to attach experienced specialists to newcomers, then it will need to regulate this fact with an appropriate document. Despite the fact that the Labor Code does not provide for this, enterprises must record the hiring of curators primarily for themselves, since the issue of expenses for paying for their work is raised here.

Organizations may not resort to compiling documentation for mentoring, however, then they will inevitably face problems with accounting reports.

The law does not provide for a specific sample provision on mentoring. This document is developed by enterprises independently.

The drafting of the position can be carried out by specialists of completely different profiles, most often it is:

• chief accountant or his assistants;
• personnel department staff;
• lawyers employed by the company;
• department team;
• the director of the enterprise or his deputy having the appropriate authority.

Whoever drew up the document on attachment to the curator's employee, he without fail must be approved by the head of the organization. Only after the position is certified by the signature of the director, the accounting department has the right to pay mentors a fee for the work done.

Training in the company of young professionals

The basis for the appointment of mentoring is the order of the head of the company. Enterprises have to resort to this form of training only with young specialists. Most often this applies to employees who have just graduated from the institute and have not yet had time to work in their specialty. New employees who have a certain amount of experience behind them do not need to attach curators.

The main task of training specialists who do not have work experience is to improve their skills. It is important for companies that monitor their reputation to have only professionals on their staff, which is why they resort to such an internship method as mentoring.

Enterprises can improve the skill level of new employees in two ways convenient for them, namely, resort to the following types of training:

• external school;
• internal.

In the first case, the organization sends young workers to a special training center, which can be created both by the company itself and by other enterprises specializing in this field.

An external school involves training employees from scratch or improving their existing qualifications. To do this, companies cover all costs for training, lectures and seminars provided to employees.

The organization of the training process is carried out by curators attached to employees or invited specialists who are hired and paid by the management of the enterprise.

As for the inner school, it implies individual training young specialist by assigning a more experienced employee of the company to him. The main advantage of such supervision is the transfer personal experience acquired over the years of work in the specified specialty at a particular enterprise.

Who can become a curator

Who is on manufacturing plant the right to become an instructor for newcomers is stipulated in the provision on mentoring.

First of all, this person should not easily occupy the relevant position for which the trainee is applying, but also be suitable for the following parameters:

• care and responsibility in the performance of their work;
• good performance in MVO;
• at least three years of experience in their field;
• at least one year of work experience in the company.

In addition, the mentor must have a personal desire to train a young employee, since the imposition of instructors against their will is a violation labor code.

To become a curator who wants to receive this position you need to write an application. It is from all the available statements and the provision on mentoring that the management of the enterprise further repels, choosing the most suitable candidate.

The instructor receives payment for the work done at the end of the training, while it is important that new employee he mastered the material provided to him with honors and was accepted into the staff. If, after mentoring, the young specialist could not improve the level of qualification, which served as a refusal to hire, then the enterprise has the right to refuse to pay remuneration to the curator.

Enrollment principles

The main principle in choosing a curator is the ability of an employee to interact with colleagues. In addition, for mentoring to be effective, the instructor must be communicative, have teaching skills, and be prepared to take on challenges.

Therefore, the considered applications must be approved by the direct management without fail, since it is they who know their employees best of all and can determine the most suitable candidate for the position of curator.

Also, the heads of the organization have the right to independently determine the employee for mentoring. However, before issuing an order to appoint him as an instructor, it is imperative to obtain from this employee consent to the training of newcomers, which is drawn up in writing.

All instructors are required to undergo a brief training on how to properly organize classes for inexperienced professionals before assuming mentoring duties. Only after full preparation, the curator will be able to correctly present the material, streamline the learning process and choose the most appropriate style and content for the upcoming classes.

Mentor interest

In addition to personal aspirations and the desire to prove themselves, the main interest of specialists engaged in curatorial activities is to receive a fee for the work done.

Mentoring fees are due to all instructors, and fees are negotiated between employer and employer prior to the signing of the appointment order.

However, the provision on mentoring includes a number of factors that may serve as a basis for exclusion of an employee from supervisory activities:

• there is no progress after a certain period of time;
• more than 20% of trainees were not accepted into the staff of the organization;
• the instructor shirks the fulfillment of obligations;
• numerous complaints from interns (more than 30% of all students).

In order to avoid exclusion and receive the expected remuneration, the mentor should make every effort to train new staff.

Sample mentoring statement:

Who develops and approves

For 2018, mentoring is not regulated at the level of the Labor Code, so each company develops the provision for itself. It also independently determines the procedure, rules and application this document in each specific case.

The regulation on mentoring at enterprises refers to internal local regulations. It must be drawn up in accordance with the norms of the labor code, otherwise it will be a violation of the rights of workers, which is fraught with administrative responsibility for management.

The preparation of the regulations on instruction should be carried out by an employee who understands the affairs of documentation. As a rule, these are personnel officers and payroll specialists, as well as lawyers of the company for which the document is being developed. The paper is approved by the chief executive of the enterprise.

Document structure

The organization independently determines what to include in the provision on mentoring, and what to exclude. It is most reasonable to entrust the preparation of the structure of the provision on supervision to the department for documentation support.

So, in DOE, first of all, pay attention to the following factors:

• the main tasks of mentoring;
• goals pursued;
• principles of education;
• rules for appointing a curator;
• assessment of the work of the mentor;
• rights and basic obligations of both parties (intern and mentor).

In addition, it is important to pay attention to the settlement of such moments, which can become a stumbling block between fellow curators in the process.

When drawing up a provision, the following orders can serve as the basis:

• Ministry of Labor Order of November 2013 (on mentoring in a government agency);
• Ministry of Transport of Russia of June 2018 (on mentorship in the Ministry of Transport of the Russian Federation).

Sample provision on mentoring in a preschool educational institution

The document on supervision and training should contain a maximum of information that is important for the company. It is from the correctly drawn up position that further relations between interns, mentors and the employer will depend.

Since there is no established form of this document, we will consider an approximate sample of the provision on mentoring and the points that need to be specified during mentoring:

General provisions (document scope)	objectives of the implementation of training through mentoring; the meanings of the main concepts used in the document; requirements for the organization and conduct of training; professional requirements for the curator; the procedure for determining and appointing an instructor; form of cooperation between the trainee and the mentor; the process of reporting and monitoring the training of new employees; duties and rights of both parties of mentorship.
Objectives of training with an instructor	adaptation of a young specialist to the workplace, corporate culture and company traditions; professional development; familiarization with the rules of conduct in the team of the enterprise, reporting, etc.
Organization of mentoring	You can specify the following information that is most relevant in a particular case: supervision is established for the duration of the student's internship; training is necessary for an internship for the position of assistant to the chief specialist; for a young employee in order to adapt to a new place (no more than six months); to improve the performance of an employee who does not cope with his duties.

In this case, mentors can be persons:

• having high performance at work;
• employees who have held the position required for training for at least three years;
• employees willing to share experience and ready to take responsibility for training;
• persons with the ability to teach and have communication skills.

The number of students assigned to the mentor is determined before the signing of the regulation. If the curator agrees only to train two interns, then the management has no right to impose more people on him, and in case of refusal, not to pay the tuition fee.

In the first month of cooperation, the instructor should help the new specialist get used to the enterprise.

This trainee must be familiar with the following information:

• inner order rules;
• a brief history of the company;
• local and regulations;
• features of office work in this organization;
• development prospects;
• team traditions;
• everything about the direct workplace of the trainee;
• the location of the necessary offices in the office building;
• terms of performance of work;
• assignments and assessment of the mentor, etc.

As for the individual plan for advanced training, in the resolution it is drawn up:

• for students for the period of internship;
• for a trainee applying to become a specialist assistant for no more than a year;
• employees who have recently graduated from the Institute - half a year.

During the entire training period, the instructor undertakes not only to give daily orders, but also to take part in their implementation: to control the work of the employee, prompt in case of errors and teach professional skills.

If, at the end of the mentoring period, the trainee does not pass the certification, then he is not accepted into the state or additional time learning. An employee who, after supervision, has not improved performance, is subject to dismissal.

If we are talking about an internship, then the mentor, after training, gives the student an appropriate assessment and gives a description, and the trainee himself is entered into the personnel reserve database.

Only one who studied the profession next to such a master, that is, was an apprentice, can become a real master of his craft. This ancient method training is actively used today on modern enterprises, and almost everywhere. In some organizations, the institution of mentoring is organized and functions purposefully, in others it happens “by default”, but the principles of its application are very similar.

Let's deal with the terminology: how does mentoring differ from similar concepts of "training", "coaching", "mentoring", etc. Let's analyze the advantages and disadvantages of the mentoring system, as well as the main mistakes that are characteristic of it. We will give advice to those wishing to organize this system in their organization.

The essence of mentoring

A novice hired, in theory, should be a trained specialist - he has a diploma, had an appropriate internship, and sometimes even has experience in similar positions. However, it needs to be adapted to achieve the required level of efficiency. Many years of experience shows that adaptation is much faster and more successful under the guidance of an experienced employee, who, in the process of joint activities, transfers the necessary skills and experience to the young staff, while warning against serious mistakes.

Can be defined mentoring in the organization as voluntary assistance in the adaptation of a new employee without direct supervision through the development of practical skills. In applied form, this looks like guardianship, which for a certain time is provided to a beginner by an experienced worker.

Term questions

You should not put an equal sign between mentoring and the concepts of vocational training, mentoring, coaching and other similar categories. Let's try to understand the fundamental differences.

1. Vocational training. Mentoring, unlike vocational training, does not start from scratch, it always relies on a certain base. In addition, it is always carried out during the execution labor functions, at work. If in training the price of an error is a decrease in grade, then in mentoring it is not only a decrease labor indicators, but also a serious blunder of both the mentor and the warded employee.
2. coaching, despite the fact that this word is translated as "training, training", is not identical to mentoring. Coaching involves feedback, that is, not the transfer of knowledge and experience, but the launch of self-learning and development. When coaching, a young specialist, as it were, looks at the situation through the eyes of his teacher. This method is effective in the adaptation of HR specialists, but is much less relevant for production specialties.
3. Mentorship. This is training for mentors. For mentoring to be effective, the teacher must be at least one step ahead of his student. And for this, constant improvement of both professional and teaching skills is necessary, otherwise sooner or later the mentor will reach his “ceiling”, and the student will have nothing to learn from him.

Functions of a Mentor

Depending on the wishes of the management, the initial level of the young employee and his future competencies, the mentor can help solve such problems as:

• newbie advice;
• introducing it into corporate culture firms;
• observation of how he solves the tasks;
• drawing up a plan for professional adaptation;
• organization of training events;
• search for “weak spots”, recommendations for their elimination;
• setting a positive role model.

Why become a mentor?

The official legislation does not provide for such a concept, that is, it is impossible to force an experienced employee to perform the functions of a mentor. An employer can motivate a potential mentor in a variety of ways:

• additional reward;
• status improvement;
• the opportunity to develop management skills;
• other "bonuses" due to the good attitude of the management.

A person who successfully “mentors” less experienced employees is more likely to take a leadership position in the future, because he thoroughly understands functional duties and knows how to manage people. After all, by teaching others, you learn yourself.

Pros and cons of the mentoring system

At first glance, an effectively functioning mentoring system is the best thing that can be introduced into an organization for successful adaptation and advanced training of young personnel. Let's consider in more detail.

pros

On the mentoring side, the following benefits:

1. Low cost. Significant financial outlays are not required to provide mentoring; other levers of motivation often work more effectively.
2. Ensuring loyalty. Any newcomer will be grateful for the attention and help shown to him in the first difficult working months. "Grown" by the efforts of the company, he will have a more positive attitude towards it and experience an inner need for gratitude and more efficient work.
3. Continuity of corporate standards. Experienced mentors pass on to young personnel the already formed behavioral and professional standard approved in this area.
4. Fast and efficient adaptation. The term for an employee to reach the level of a competent specialist, which brings maximum benefit, and hence profit, is reduced.
5. Reducing staff turnover. It happens both at the expense of well-trained and positively minded young professionals, and at the expense of experienced workers, thanks to the role of a mentor, who are spared from the “burnout syndrome”.
6. Improvement of labor indicators. The mentors, eager to show good example, and they themselves begin to work better.

Minuses

However, the mentoring system also has pitfalls. What disadvantages can be characteristic of such an organization of professional interaction? First of all, it is:

• non-identity of mentoring and adaptation - an experienced employee cannot always take care of a newcomer, one day he will have to let him go “free swimming”, while the end of the mentoring period does not always mean a practical readiness for independent work;
• insufficient preparation and motivation of the mentor;
• lack of feedback (the mentor and the ward could not “work together”);
• suppression by the mentor of the mentee, his use of incorrect teaching methods (model "do as I do, don't ask why");
• overloading the student with theory to the detriment of practice;
• lack of external control, significant criteria for successful mentoring.

Organization of a mentoring system from scratch

If a manager wants to make the mentoring system in his organization official, he needs to consolidate its main provisions in an internal regulatory act - the Regulations on Mentoring. It should prescribe the main points regarding this process:

• criteria for selecting mentors;
• their motivating factors;
• the rights and obligations of mentors and wards;
• timing of mentoring for specific positions;
• a program for monitoring the effectiveness of mentoring and criteria for its evaluation.

BY THE WAY! You can organize this process on a purely voluntary basis.

Recommendations to management for organizing effective mentoring

1. The right choice of a mentor is 90% of the success of the whole process.
2. It is better to use volunteers, as well as people who best meet the criteria for a good mentor, backing them up with the right motivation.
3. Correctly set the goals of mentoring and criteria for its success.
4. A firm rule: the success of the subordinate is the direct benefit of the mentor, and vice versa.
5. Mentoring should not significantly impede professional activity the mentor himself.

The most common mistakes in mentoring

To avoid the negative aspects associated with organizing the adaptation and improving the efficiency of young personnel through mentoring, management should be attentive to the experience of predecessors and try to avoid the following typical mistakes:

• underestimation of the complexity of adaptation for the ward (an attentive attitude will help, Feedback, personal interest of the mentor);
• reassessment by the ward of the level of their initial skills (a person must want to learn new things, join the team and learn from experience);
• dictatorship of the mentor (imposing one's opinion without explaining the alternatives is unacceptable, the mentor is not a leader);
• lack of systematic control (specific mentoring tasks and timely verification of their achievement are necessary);
• teacher's lack of motivation successful activity(may arise as a result of the fact that the ward had to be taken under pressure from the boss);
• improper selection of candidates for mentors.

A conscious and competent management approach to the mentoring system, which is often an indicator of the success of the company's development as a whole, will help to avoid these mistakes.