Personnel management device, personnel management method, and personnel management program

Abstract

To properly allocate human resources.SOLUTION: A total scheduled operating time calculation unit calculates total scheduled operation time by adding scheduled operating time of one department and scheduled operating time of other departments which are scheduled for human resources of a project. A department total scheduled operating time calculation unit calculates department total scheduled operating time by adding scheduled direct operating time and scheduled indirect work time. An estimated effective human resource calculation unit calculates an estimated number of effective human resources, which is a ratio of the department total scheduled operating time with respect to the total scheduled operating time. A total actual operating time calculation unit calculates total actual operating time of human resources by adding actual operating time of the department and actual operating time of other departments. A department total actual operating time calculation unit calculates department total actual operating time by adding actual direct operating time and actual indirect work time. An actual effective human resource calculation unit calculates an actual number of effective human resources which is a ratio of the department total actual operating time with respect to the total actual operating time. An output control unit performs control to output the estimated number of effective human resources and the actual number of effective human resources.SELECTED DRAWING: Figure 1

Description

[Technical Field]

[0001] The present invention relates to a personnel management device, a personnel management method, and a personnel management program. [Background technology]

[0002] Patent document 1 (JP 2020-190822 A) discloses a personnel allocation support system that reduces the burden of monitoring work performed within a monitored area while making it easy to select appropriate personnel according to the type of work.

[0003] This personnel allocation support system includes a surveillance camera and a management server. The management server has a central processing unit and a memory unit. The memory unit stores numerical information quantified for each work item of "specific other construction work," numerical information quantified according to the "work skills" of the supervisor SW, and identification information for identifying the work items of "specific other construction work" from images captured by the surveillance camera 10. After identifying the work items of "specific other construction work" from images captured by the surveillance camera, the central processing unit sums the numerical information corresponding to the work items to calculate a "total work value," and determines the supervisor SW to be present for the "specific other construction work" based on the "total work value" and the numerical information related to the "work skills." This reduces the burden of monitoring work performed within the monitored area while easily selecting appropriate personnel according to the type of work. [Prior art documents] [Patent documents]

[0004] [Patent Document 1] Japanese Patent Publication No. 2020-190822 Summary of the Invention [Problem to be solved by the invention]

[0005] Nowadays, companies are facing labor shortages and need to provide various services while effectively utilizing their internal human resources and responding to the rapid pace of market changes. However, it is difficult to provide services smoothly with today's vertical organizational management and working style alone. For this reason, it is necessary to form teams across organizations and achieve results with flexible member configurations without issuing appointment orders or carrying out organizational reforms.

[0006] For example, in companies that provide contract-based services, which are common in the construction or IT (Information Technology) industries, when members of the department in charge of a project are unable to handle the task alone, members of other departments are often assigned to carry out the work. This makes it difficult to recognize whether the department in charge of the project has sufficient or insufficient human resources, which hinders the optimization of personnel allocation.

[0007] The present invention has been made in view of the above-mentioned problems, and has an object to provide a personnel management device, a personnel management method, and a personnel management program that enable the optimization of personnel allocation. [Means for solving the problem]

[0008] In order to solve the above-mentioned problems and achieve the object, the personnel management device of the present invention includes a total scheduled operation time calculation unit that calculates a total scheduled operation time scheduled as the operation time of personnel working on a project by adding together a scheduled own department operation time scheduled for the own department to which the personnel belongs and a scheduled other department operation time scheduled for the other department other than the personnel's own department, among the operation times scheduled for the personnel working on a project; a own department total scheduled operation time calculation unit that calculates a own department total scheduled operation time scheduled as the operation time of personnel in their own department by adding together a scheduled direct operation time scheduled for work that directly generates sales among work that the personnel works on the project in their own department and a scheduled indirect labor time scheduled for indirect work other than the work that directly generates sales; the actual working time of personnel for the project by adding up the actual working time of the own department, which is the actual working time of the own department, and the actual working time of other departments, which is the actual working time of the other departments; the actual working time of the own department calculation unit calculating the total actual working time of personnel for the project by adding up the actual direct working time of work that directly generates sales and the actual indirect labor time of work that indirectly generates sales, among the work that the personnel do in their own department for the project; the actual effective working number calculation unit calculating the actual effective working number, which is the ratio of the actual working time of the own department's total actual working time to the total actual working time; and the output control unit controlling the output of the planned effective working number and the actual effective working number.

[0009] In order to solve the above-mentioned problems and achieve the object, the personnel management method according to the present invention includes a total scheduled operation time calculation step in which a total scheduled operation time calculation unit calculates a total scheduled operation time scheduled as the operation time of personnel working on a project by adding together a scheduled own department operation time scheduled for the own department to which the personnel belongs and a scheduled other department operation time scheduled for the other department other than the own department of the personnel, out of the operation times scheduled for the personnel working on the project; a own department total scheduled operation time calculation step in which a own department total scheduled operation time calculation unit calculates a own department total scheduled operation time scheduled as the operation time of personnel in their own department by adding together a scheduled direct operation time scheduled for work that directly generates sales out of the work that the personnel does in their own department for the project and a scheduled indirect labor time scheduled for indirect work other than the work that directly generates sales; and a scheduled effective personnel number calculation step in which a scheduled effective personnel number calculation unit calculates a ratio of the own department's total scheduled operation time to the total scheduled operation time. The method includes a planned effective personnel number calculation step of calculating the planned effective personnel number, which is a ratio of planned operating time; a total actual operating time calculation step in which a total actual operating time calculation unit calculates the total actual operating time of personnel for the project by adding together the own department's actual operating time, which is the operating time of the own department, and the other department's actual operating time, which is the operating time of the other department, out of the operating time that is the actual operating time of personnel for the project; a own department total actual operating time calculation step in which the own department total actual operating time calculation unit calculates the own department's total actual operating time of personnel in their own department by adding together the direct actual operating time of work that directly generates sales and the indirect actual labor time of work that is indirect, out of the work that personnel do in their own department for the project; an effective personnel actual number calculation step in which an effective personnel actual number calculation unit calculates the effective personnel actual number, which is the ratio of the own department's total actual operating time to the total actual operating time; and an output control step in which an output control unit controls the output of the planned effective personnel number and the effective personnel actual number.

[0010] In order to solve the above-mentioned problems and achieve the object, a personnel management program according to the present invention includes a computer including: a total scheduled operation time calculation unit that calculates a total scheduled operation time scheduled as the operation time of personnel working on a project by adding together a scheduled own department operation time scheduled for the own department, which is the department to which the personnel belongs, and a scheduled other department operation time scheduled for the other department, which is a department other than the own department of the personnel, among the operation times scheduled for the personnel working on a project; an own department total scheduled operation time calculation unit that calculates a own department total scheduled operation time scheduled as the operation time of personnel in their own department by adding together a scheduled direct operation time scheduled for work that directly generates sales among work that the personnel works on a project in their own department, and a scheduled indirect labor time scheduled for indirect work other than work that directly generates sales; a total actual operation time calculation unit that calculates the total actual operation time of personnel for a project by adding together the actual operation time of the own department, which is the actual operation time in the own department, and the actual operation time of other departments, which is the actual operation time of personnel for the project; a total actual operation time calculation unit that calculates the total actual operation time of personnel for their own department by adding together the actual direct operation time of work that directly generates sales and the actual indirect labor time of work that indirectly generates sales, among the work of personnel in their own department for the project; an actual effective personnel number calculation unit that calculates the actual effective personnel number, which is the ratio of the actual operation time of the own department to the total actual operation time; and an output control unit that outputs and controls the planned number of effective personnel and the actual effective personnel number. [Effects of the Invention]

[0011] The present invention can optimize personnel allocation. [Brief explanation of the drawings]

[0012] [Figure 1] FIG. 1 is a block diagram showing a hardware configuration of a personnel management device according to an embodiment. [Figure 2]FIG. 2 is a diagram illustrating an example of the department master. [Figure 3] FIG. 3 is a diagram illustrating an example of the department group master. [Figure 4] FIG. 4 is a diagram illustrating an example of the employee master. [Figure 5] FIG. 5 is a diagram illustrating an example of the reference master. [Figure 6] FIG. 6 is a diagram showing a system flowchart of the personnel management device according to the embodiment. [Figure 7] FIG. 7 is a diagram showing a business flowchart in the personnel management device according to the embodiment. [Figure 8] FIG. 8 is a diagram illustrating an example of the project table. [Figure 9] FIG. 9 is a diagram showing how work schedules for each employee are registered in the work schedule table. [Figure 10] FIG. 10 is a diagram showing how the work performance of each employee is registered in the daily report table. [Figure 11] FIG. 11 is a diagram showing a work schedule table in which work schedules for each employee are registered. [Figure 12] FIG. 12 is a diagram showing a daily report table in which the work performance of each employee is registered. [Figure 13] FIG. 13 is a diagram for explaining the budget / actual calculation operation for each department in a state where no support work is included. [Figure 14] FIG. 14 is a diagram for explaining an example of determining whether or not personnel allocation for each department is appropriate based on the number of available personnel. [Figure 15] FIG. 15 is another diagram for explaining an example of determining whether or not personnel allocation for each department is appropriate based on the number of available personnel. [Figure 16] FIG. 16 is a diagram for explaining the budget / actual calculation operation for each department group in a state where support work is not included. [Figure 17] FIG. 17 is another diagram for explaining an example of determining whether personnel allocation is appropriate for each department group based on the number of available personnel. [Figure 18]FIG. 18 is a diagram showing the results of the budget / actual calculation for each department in a state where support work is included. [Figure 19] FIG. 19 is a diagram for explaining an example of determining the appropriateness of personnel allocation based on the effective number of members and support members in each department. [Figure 20] FIG. 20 is another diagram for explaining an example of determining the appropriateness of personnel allocation based on the effective number of assigned members and supporting members in each department. [Figure 21] FIG. 21 is a diagram illustrating an example of a sales table. [Figure 22] FIG. 22 is a diagram showing an example of a profit and loss inquiry table in which various operating profits and the like are registered based on the results of budget and actual calculations that do not include support work by department. [Figure 23] FIG. 23 is a diagram showing an example of a profit and loss inquiry table in which various operating profits and the like are registered based on the results of budget and actual calculations including support work by department. [Figure 24] FIG. 24 is a diagram showing an example of a profit and loss inquiry table in which various operating profits and the like are registered based on the results of budget and actual calculations that do not include support work for each department group. DETAILED DESCRIPTION OF THE INVENTION

[0013] A personnel management device according to an embodiment of the present invention will be described in detail below with reference to the drawings, although the present invention is not limited to such an embodiment.

[0014] (Hardware configuration) 1 is a block diagram showing the hardware configuration of a personnel management device 1 according to an embodiment of the present invention. The personnel management device 1 shown in FIG. 1 includes a storage unit 2, a control unit 3, a communication interface unit 4, and an input / output interface unit 5.

[0015] The communication interface unit 4 is connected to a network, for example, a wide area network such as the Internet or a private network such as a LAN (Local Area Network).

[0016] An input device 6 and an output device 7 are connected to the input / output interface unit 5. A display unit such as a monitor device (including a home television) can be used as the output device 7. As the input device 6, a keyboard device, a mouse device, a microphone device, etc., as well as a monitor device that cooperates with a mouse device to realize a pointing device function can be used.

[0017] The storage unit 2 may be, for example, a read-only memory (ROM), a random access memory (RAM), a hard disk drive (HDD), or a solid state drive (SSD). A personnel management project that enables personnel management, which will be described later, is stored in the storage unit 2. The storage unit 2 also includes a department master 11, a department group master 12, an employee master 13, and a reference master 14, which store various data used for personnel management.

[0018] The memory unit 2 also has a project table 15, a work schedule table 16, a daily report table 17, a work schedule daily report summary table 18, a sales table 19, and a profit and loss inquiry table 20, which store various data used for personnel management.

[0019] As shown in Figure 2, the department master 11 registers (stores) various data such as department codes, department names, and department group codes. In the example of Figure 2, the department code for "Construction Management Department 1" is "S01" and the department code for "Construction Management Department 2" is "S02," indicating that the Construction Management Department 1 and the Construction Management Department 2 belong to the same department group "SS." In addition, the example of Figure 2 indicates that the department code for the General Affairs Department is "S90," indicating that the General Affairs Department belongs to a different department group "KK" from the Construction Management Department 1 and the Construction Management Department 2.

[0020] Various data such as department group codes and department group names are registered (stored) in the department group master 12 as shown in Fig. 3. The example in Fig. 3 shows that the above-mentioned Construction Management Department 1 and Construction Management Department 2 have a department group code of "SS" and belong to the department group name "Construction Management Headquarters," and the above-mentioned General Affairs Department has a department group code of "KK" and belongs to the department group name "Management Headquarters."

[0021] The employee master 13 registers (stores) the employee code, employee name, and department code of each employee, as shown in Figure 4. The example in Figure 4 shows that Mr. Tanaka's employee code is "SH01" and that he belongs to the above-mentioned Construction Management Division 1 (department code = S01). The example in Figure 4 also shows that Mr. Yoshida's employee code is "SH03" and that he belongs to the above-mentioned Construction Management Division 2 (department code = S02).

[0022] The standard number of effective personnel by fiscal year is registered (stored) in the standard master 14, as shown in Figure 5. The number of effective personnel is calculated using the formula "(direct working hours of the department (planned / actual) + indirect working hours of the department (planned / actual)) / monthly working hours (planned / actual)" and indicates the number of personnel who were able to work effectively on the work of that department. By comparing the total value of this effective number of personnel for each department with the actual number of employees, it can be used as a fulfillment rate for work or personnel allocation.

[0023] The standard number of effective personnel registered in the standard master 14 is determined based on past trends, etc. In the example of Figure 5, the standard number of effective personnel for fiscal year 2020 is "0.85," the standard number of effective personnel for fiscal year 2021 is "0.87," and the standard number of effective personnel has been increasing every year, so based on this trend, the standard number of effective personnel for fiscal year 2022 is set to "0.9." Such standard number of effective personnel is what is known as a "reference value."

[0024] (Functional configuration of personnel management device) Next, the control unit 3 executes the personnel management program stored in the memory unit 2, thereby functioning as a total planned operation time calculation unit 31, a department's own total planned operation time rate calculation unit 32, a planned number of available personnel calculation unit 33, and a total actual operation time calculation unit 34, as shown in Fig. 1. Furthermore, the control unit 3 functions as a department's own total actual operation time calculation unit 35, an actual number of available personnel calculation unit 36, an output control unit 37, an average number of available personnel calculation unit 38, an acquisition unit 39, a counting unit 40, a department profit and loss inquiry generation unit 41, and a group profit and loss inquiry generation unit 42, based on the personnel management project.

[0025] The total planned working time calculation unit 31 calculates the total planned working time scheduled as the working time of personnel working on the project by adding up the planned working time of the personnel's own department, which is the department to which the personnel belongs, and the planned working time of other departments, which is departments other than the personnel's own department, scheduled to work.

[0026] The own department total scheduled operation time calculation unit 32 calculates the own department total scheduled operation time that is scheduled as the operation time of the personnel in their own department by adding up the direct operation time scheduled for the work that directly generates sales among the work of the personnel in their own department for the project and the indirect labor time scheduled for the indirect work other than the work that directly generates sales.

[0027] The effective staff planned number calculation unit 33 calculates the effective staff planned number, which is the ratio of the total planned operation time of the department to the total planned operation time.

[0028] The total actual operating time calculation unit 34 calculates the total actual operating time of personnel for the project by adding up the actual operating time of the own department, which is the operating time of the own department, and the actual operating time of other departments, which is the operating time of other departments, out of the actual operating time of personnel for the project.

[0029] The own department total actual operating time calculation unit 35 calculates the total actual operating time of the own department of the personnel by adding up the actual direct operating time of the work that directly generates sales and the actual indirect labor time of the indirect work among the work that the personnel does in their own department for the project.

[0030] The effective personnel actual number calculation unit 36 ​​calculates the effective personnel actual number, which is the ratio of the total actual operation time of the department to the total actual operation time.

[0031] The output control unit 37 controls the output of the planned number of effective personnel and the actual number of effective personnel to the output device 7, which is an example of a display unit, for display. Based on the planned number of effective personnel and the actual number of effective personnel, a judgment is made as to whether there is a surplus or shortage of personnel for the project. Note that in the description of this embodiment, the output control unit 37 is described as displaying predetermined data via the output device 7, but the output control unit 37 may also control the output of audio of the planned number of effective personnel, the actual number of effective personnel, etc. via a speaker unit provided as the output device 7.

[0032] The average effective personnel number calculation unit 38 calculates the average planned effective personnel number, which is the average value of the planned effective personnel number of each personnel, and the average actual effective personnel number, which is the average value of the actual effective personnel number of each personnel. In this case, the output control unit 37 outputs and displays the average planned effective personnel number and the average actual effective personnel number to the output device 7 together with the planned effective personnel number and the actual effective personnel number.

[0033] The acquisition unit 39 acquires the standard number of effective personnel that serves as the standard for this fiscal year, which is predicted and set based on the trend of the actual number of effective personnel for past fiscal years, from the storage unit 2. In this case, the output control unit 37 outputs and displays the standard number of effective personnel to the output device 7, together with the planned number of effective personnel, the actual number of effective personnel, and the planned average number of effective personnel.

[0034] The tallying unit 40 tally the planned working hours of the department and the planned working hours of other departments for each department to which each employee belongs, and generates department-based tally data by tallying the actual working hours of the department and the actual working hours of other departments. In this case, the output control unit 37 outputs the department-based tally data to the output device 7 for display.

[0035] Furthermore, based on the operator's operation or settings, the aggregation unit 40 generates department-based aggregated data that includes the planned operating hours and actual operating hours of other departments for projects handled by departments other than the personnel's department, or generates department-based aggregated data that does not include the planned operating hours and actual operating hours of other departments.

[0036] The tallying unit 40 also tally the scheduled work time of each employee's own department and the scheduled work time of other departments for each department group to which each employee belongs, and generates department group unit tallying the actual work time of the employee's own department and the actual work time of other departments. In this case, the output control unit 37 outputs the department group unit tallying data to the output device 7 for display.

[0037] In addition, based on the operator's operation or settings, the aggregation unit 40 generates department group unit aggregated data that includes the planned operation times and actual operation times of other departments for projects handled by department groups other than the department group to which the personnel belongs, or generates department group unit aggregated data that does not include the planned operation times and actual operation times of other departments.

[0038] The department profit and loss inquiry generation unit 41 generates department profit and loss inquiry data including the operating profit per standard effective employee in each department, calculated by dividing the operating profit amount for each department by the value obtained by multiplying the number of employees in each department by the standard number of effective employees, and the operating profit per effective employee in each department, calculated by dividing the operating profit amount for each department by the total value of the actual number of effective employees for each employee in each department. In this case, the output control unit 37 outputs the department profit and loss inquiry data to the output device 7 for display.

[0039] The group profit and loss inquiry generation unit 42 generates group profit and loss inquiry data including the operating profit per standard effective employee in each department group, calculated by dividing the operating profit amount for each department group by the value obtained by multiplying the number of employees in each department group by the standard number of effective employees, and the operating profit per effective employee in each department group, calculated by dividing the operating profit amount for each department group by the total value of the actual number of effective employees for each employee in each department group. In this case, the output control unit 37 outputs the group profit and loss inquiry data to the output device 7 for display.

[0040] (Definition of terms) The terms used in the description of this embodiment are defined as follows.

[0041] Work Schedule → Before starting the work, enter the work schedule to register the planned work details. It consists of the year and month, project number, and planned time. Work results: After the work is completed, the work results are registered by entering the daily report. The information consists of the year and month, project number, and work time. Working hours → Enter work schedule and daily report to register working hours for each project in your department. Support time → Work hours for each project of other departments registered by entering work schedules and daily reports.

[0042] Direct project: A project that actually generates sales or expenses, such as an inquiry or order project. Indirect project: A common project that does not generate sales and is associated with expenses or daily reports.

[0043] Effective number of personnel - The number of personnel who were able to work effectively for the work of that department, calculated using the formula "(direct working hours of the department (planned / actual) + indirect working hours of the department (planned / actual)) / monthly working hours (planned / actual)". By comparing the total value for each department with the actual number of employees, it can be used as a fulfillment rate for work and personnel allocation, and a reference value such as a standard effective number of personnel = 0.9 can be determined based on past trends.

[0044] Effective number of personnel (total) → The total number of effective personnel for each department. Effective number of personnel (average) - The total number of effective personnel in each department divided by the number of employees. This is an indicator of the sufficiency of personnel allocation in each department. Effective number of personnel (standard) → The standard effective number of personnel determined from past trends, etc.

[0045] Operating profit per person in the company -> The operating profit for the entire company divided by the number of people in the company. For example, "operating profit of the company: 100 million yen / number of people in the company: 100 = 1 million yen / per person."

[0046] Operating profit per employee → Operating profit divided by the number of employees in each department. This is an indicator of the efficiency of calculating operating profit on an employee basis. For example, "operating profit of 10 million yen in the department / number of employees in the department: 10 = 1 million yen per employee."

[0047] Operating profit per standard effective employee → For each department, the operating profit is divided by the number of employees multiplied by the standard effective employee number. This is an indicator of the efficiency of calculating operating profit on an employee basis. For example, "operating profit of the department: 10 million yen / (number of employees in the department: 10 people x standard effective employee number: 0.9) = 1.11 million yen per employee." Note that the standard effective employee number of 0.9 is "9 people."

[0048] Operating profit per effective employee (counting only work done in the employee's own department) → The amount obtained by dividing the operating profit by the total number of effective employees for each department. This is an indicator of the efficiency of calculating operating profit based on actual work. Note that work is counted only for the employee's own department, and support work is not included in the numerator in any department. For example, "operating profit for the employee's department: 10 million yen / total number of effective employees in the department: 8 people = 1.25 million yen / per employee." Note that support from other departments is not included.

[0049] Operating profit per effective employee (total including support work) -> For each department, the operating profit is divided by the number of effective employees (total). This is an indicator of the efficiency of calculating operating profit based on actual work (work is aggregated to a department). For example, "operating profit of a department: 10 million yen / total number of effective employees in the department: 20 people = 500,000 yen / per employee" (including support from other departments).

[0050] (System flowchart for personnel management device) Next, a system flowchart of the personnel management device 1 according to the embodiment is shown in Fig. 6. As an example, the personnel management device 1 according to the embodiment performs personnel management through the following steps of processing.

[0051] Step S1: Input work schedules for each employee and each project. Step S2: Enter the daily report, which is the work performance of each employee. Step S3: A budget / actual calculation is performed to compile the work schedule and work results for each employee's project. Step S4: Enter sales figures for each department to which each employee belongs. Step S5: Calculate the operating profit per effective employee for each department's sales and make a profit and loss inquiry.

[0052] (Work flow chart for personnel management device) FIG. 7 is a business flowchart showing the operations corresponding to the input of work schedules in step S1, the input of daily reports in step S2, and the compilation of budget and actual figures in step S3 in the system flowchart of FIG.

[0053] As shown in Figure 7, the work schedule input task in step S1 is as follows: Step S11: Results for past projects are compiled, Step S12: Based on the collected past results, targets for work time, work personnel, etc. are set. Step S13 → Personnel reorganization is carried out, Step S14 → Staffing of each employee is carried out based on the goals of Step S12.

[0054] Also, based on the goal of step S12, Step S15: A department that will handle each project is assigned to the project table 15 (project management = project input), Step S16: Personnel are assigned to the project (assignment setting), Step S17: The work schedule is input into the work schedule table 16.

[0055] In addition, the work of entering daily reports in step S2 is as follows: Step S18 → Each employee carries out the assigned project work (tasks), Step S19: Each employee inputs a daily report including the project name and work time of the work carried out.

[0056] In addition, the work of summarizing budget and actual results in step S3 is as follows: Step S20 → Each employee's work schedule and work results are compiled. Step S21: The aggregated work schedule and work performance of each employee are analyzed. Step S22: An investigation into the cause of personnel placement errors, etc. is carried out.

[0057] In addition, the work of summarizing budget and actual results in step S3 is as follows: Step S23 → Based on the results of the budget and actual calculation in step S20, a request is made to other departments for work support. Step S24: The allocation of each person is adjusted (assignment adjustment), Step S25 → Staffing is considered, Step S26 → Organizational changes in each department are considered.

[0058] (Project Input Details) Next, details of project input in step S15 will be explained. As shown in Fig. 8, the project number, project name, department code, department name, and direct / indirect classification are entered in the project table 15. In the example of Fig. 8, the department code "S01" and "Construction Management Department 1" are assigned as the department that will carry out work on the project "XX design work" with project number "P001". In this case, the direct / indirect classification is "direct", indicating that the project will actually generate sales or expenses, such as an inquiry or order project.

[0059] Similarly, in the example in Figure 8, the department code "S02" is assigned to "Construction Management Department 2" as the department that will be working on the "Internal Training and Administrative Work" project with project number "KP002." In this case, the direct / indirect classification is "indirect," indicating that it is a common project that does not generate sales and is associated with expenses or daily reports.

[0060] (Details of work schedule input) Next, details of inputting the work schedule for each employee in steps S16 and S17 will be described. As shown in Figures 9(a) to 9(d), the employee code, employee name, department code, period, project number, and total work hours for the scheduled month of work are input into the work schedule table 16.

[0061] Figure 9(a) shows the work schedule for "Tanaka-san," whose employee code is "SH01." The example shown in Figure 9(a) shows that the work schedule has been entered as follows: "60 hours" of work for project No. "P001," "40 hours" of work for project No. "P002," "30 hours" of work for project No. "P003," "50 hours" of work for project No. "KP001," and "20 hours" of work for project No. "KP003," for the "April" period of "April 1, 2021 to April 30, 2022."

[0062] Similarly, Figure 9(c) shows the work schedule for "Yoshida-san," whose employee code is "SH03." The example shown in Figure 9(c) is an example in which the work schedule has been entered as follows: "10 hours" of work for project No. "P001," "10 hours" of work for project No. "P002," "10 hours" of work for project No. "P003," "10 hours" of work for project No. "KP002," and "10 hours" of work for project No. "KP003."

[0063] By inputting the work schedule in this manner, a work schedule table 16 is created in the storage unit 2, as shown in FIG. 10, in which the project to be worked on and the working time can be confirmed for each employee.

[0064] (Daily report entry details) Next, details of the daily report input for each employee in step S19 will be described. As shown in Figures 11(a) to 11(d), the employee code, employee name, department code, period, project number, and total hours of work actually performed in the work month are input into the daily report table 17.

[0065] Figure 11(a) is a daily report for "Tanaka-san" whose employee code is "SH01." The example in Figure 11(a) shows that in the "April" period of "April 1, 2021 to April 30, 2022," 80 hours of work was done on project No. "P001," 80 hours of work on project No. "P002," 50 hours of work on project No. "P003," 50 hours of work on project No. "KP001," and 40 hours of work on project No. "KP003," and these were entered as daily reports.

[0066] Similarly, Figure 11(c) is a daily report for "Yoshida-san," whose employee code is "SH03." The example in Figure 11(c) shows that in the "April" period of "April 1, 2021 to April 30, 2022," "10 hours" of work was done on project No. "P001," "10 hours" of work on project No. "P002," "60 hours" of work on project No. "P003," "10 hours" of work on project No. "KP002," and "10 hours" of work on project No. "KP003," and these were entered as daily reports.

[0067] By inputting the daily reports in this manner, a daily report table 17 is created in the memory unit 2, as shown in the example of Figure 12, which allows each employee to check the projects on which work was actually performed and the actual working hours (actual results).

[0068] (Details of budget and actual results) Next, details of the budget / actual aggregation, which is the aggregation of each employee's work schedule and work performance in step S20, will be described. In this budget / actual aggregation, the aggregation unit 40 shown in Fig. 1 aggregates each employee's work schedule collected from the work schedule table 16 and each employee's work performance collected from the daily report table 17 in a list format in the work schedule / daily report aggregation table 18 as shown in Fig. 13.

[0069] In this case, the administrator, etc., will: "Department-by-department summary (not including support work)" "Department-by-department summary (including support work)" "Aggregation by department group (excluding support work)" and From the "Department group unit summary (including support work)" The desired aggregation format can be selected.

[0070] (aggregated by department (support work not included)) Next, the aggregation unit 40 aggregates the employee code, employee name, department code, period, project number, project department code (PJ department code), scheduled work time, daily report time (actual work time), etc. from the work schedule table 16 and daily report table 17, and generates a work schedule / daily report aggregation table 18.

[0071] In FIG. 13, if the department code and project department code are the same, it means that the employee worked on a project in their own department. For example, the department code for "Tanaka-san," whose employee code is "SH01," is "S01," and the project department code for the project number "P001" on which Tanaka-san worked is also "S01." In this case, since the department code and project department code are the same, it means that Tanaka-san worked on a project in their own department. When the "department-by-department aggregation (not including support work)" aggregation format is selected, the aggregation unit 40 collects the scheduled times and daily report times for each employee whose department code and project department code are the same, and the output control unit 37 controls the display on the output device 7.

[0072] (Analysis and cause investigation based on department-by-department statistics (not including support work)) Next, we will explain the analysis and cause investigation based on the results of the department-by-department aggregation (excluding support work) in steps S21 and S22. In steps S21 and S22, as shown in Figures 14 and 15, the effective number of personnel for the work schedule and the effective number of personnel for the work results are calculated for each employee belonging to the same department, and consideration is given to personnel allocation for each department based on the calculated effective number of personnel. The example in Figure 14 is an example in which "Tanaka" and "Nishi" belong to the "Construction Management Department 1." Also, the example in Figure 15 is an example in which "Yoshida" and "Suzuki" belong to the "Construction Management Department 2."

[0073] Specifically, the number of effective personnel is calculated as follows: First, the total scheduled working time calculation unit 31 calculates the total scheduled working time scheduled as the working time of employees working on the project by adding up the scheduled working time of the employee's own department, which is the working time scheduled for the employee's own department, and the scheduled working time of other departments, which is the working time scheduled for departments other than the employee's own department.

[0074] In the example of Figure 14, the total planned working hours of employee Tanaka is 200 hours: 100 hours of direct working hours in his own department + 50 hours of indirect working hours in his own department + 30 hours of direct working hours in other departments + 20 hours of indirect working hours in other departments.

[0075] Next, the own department total scheduled operation time calculation unit 32 calculates the own department total scheduled operation time scheduled as the operation time of the employee in his / her own department by adding up the direct operation time scheduled for the work that directly generates sales and the indirect labor time scheduled for the indirect work other than the work that directly generates sales among the work in the employee's own department for the project.

[0076] In the example of FIG. 14, the total planned working hours of employee Tanaka's department is "100 hours of direct working hours in his department + 50 hours of indirect working hours in his department = 150 hours."

[0077] Next, the effective personnel planned number calculation unit 33 calculates the effective personnel planned number, which is the ratio of the total planned operation time of the department to the total planned operation time. In the case of employee Tanaka, the effective personnel planned number is "total planned operation time of the department 150 hours / total planned operation time 200 hours = 0.75".

[0078] Next, the total actual working time calculation unit 34 calculates the total actual working time of the employee for the project by adding up the actual working time of the employee's own department, which is the actual working time of the employee's own department, and the actual working time of the other department, which is the actual working time of the other department.

[0079] In the example of Figure 14, the total actual working hours of employee Tanaka is 160 hours of direct working hours in his own department + 50 hours of indirect working hours in his own department + 50 hours of direct working hours in other departments + 40 hours of indirect working hours in other departments = 300 hours.

[0080] Next, the own department total operating time calculation unit 35 calculates the total operating time of the employee's own department by adding up the direct operating time of work that directly generates sales and the indirect labor time of indirect work, among the work done in the employee's own department for the project.

[0081] In the example of FIG. 14, the total actual working hours of employee Tanaka's department is "160 hours of direct working hours in his department + 50 hours of indirect working hours in his department = 210 hours."

[0082] Next, the effective personnel actual number calculation unit 36 ​​calculates the effective personnel actual number, which is the ratio of the total actual operation time of the department to the total actual operation time. In the case of employee Tanaka, the effective personnel actual number is "total actual operation time of the department 210 hours / total actual operation time 300 hours = 0.75".

[0083] In this way, when the planned number of effective personnel and the actual number of effective personnel are calculated for each employee, the control unit 3 calculates the effective number of personnel (planned total) by adding up the planned number of effective personnel corresponding to the work plans of each employee in the same department as shown in Figure 14, and also calculates the effective number of personnel (actual total) corresponding to the work results of each employee by adding up the actual number of effective personnel corresponding to the work results.

[0084] In the example of Figure 14, the planned effective personnel numbers corresponding to the work schedules of Tanaka and Nishi, who belong to the "Construction Management Department 1," are each "0.75." Therefore, the control unit 3 calculates "0.75 + 0.75 = 1.5" to calculate the effective number of personnel (planned total). Also, in the example of Figure 14, the planned effective personnel numbers corresponding to the work results of Tanaka and Nishi are "0.70" and "0.35," respectively, so the control unit 3 calculates "0.70 + 0.35 = 1.05" to calculate the effective number of personnel corresponding to the results (actual total).

[0085] Furthermore, the average effective personnel number calculation unit 38 calculates the average planned effective personnel number, which is the average value of the planned number of effective personnel for each employee, and the average actual effective personnel number, which is the average value of the actual number of effective personnel for each employee. In the example of FIG. 14, since the total number of effective personnel corresponding to the planned work is "1.5," the average effective personnel number calculation unit 38 calculates the average planned effective personnel number by calculating "1.5 / 2 people = 0.75." In the example of FIG. 14, since the total number of effective personnel corresponding to the actual work is "1.05," the average effective personnel number calculation unit 38 calculates the average actual effective personnel number by calculating "1.5 / 2 people = 0.53."

[0086] The acquisition unit 39 also acquires, from the reference master 14 shown in FIG. 5, the reference number of effective personnel that is set as a reference for this fiscal year and that is predicted based on the trend of the actual number of effective personnel in past fiscal years.

[0087] The output control unit 37 outputs and displays to the output device 7 the planned number of effective personnel and the actual number of effective personnel for each employee, the total planned number of effective personnel for each employee in the same department, the total actual number of effective personnel for each employee in the same department, the average planned number of effective personnel, the average actual number of effective personnel, and the standard number of effective personnel.

[0088] Based on the number of effective personnel, managers can analyze the surplus or shortage of personnel in each department and the appropriateness of each employee's allocation, and consider the optimal number of personnel and allocation. For example, in the example shown in Figure 14, based on the total number of effective personnel, they can analyze and consider the following: "Work hours increased compared to the plan, but the work share of our department decreased accordingly, so we need to investigate the causes of the increased work in other departments." Also, in the example shown in Figure 14, based on the average number of effective personnel and the standard number of effective personnel for the actual work results, they can analyze and consider the following: "The standard number of effective personnel is 0.9, while the average number of effective personnel, which is the work result, is 0.53, which is significantly lower than the number of effective personnel. This means that we need to investigate what kind of work outside our department occurred and what the causes were."

[0089] Furthermore, as shown in Figure 15, the same calculations are made for the "Construction Management Department 2" as well, including the number of effective personnel (planned total), the number of effective personnel (actual total), the planned average number of effective personnel, and the average actual number of effective personnel, and the standard number of effective personnel is acquired. Then, based on the number of effective personnel (planned total) and the number of effective personnel (actual total) shown in Figure 15, for example, an analysis and response can be made, such as "Since the work in our department was extremely low at the time of planning, the department manager will make adjustments to increase the work in our department by assigning work to other departments or adjusting the load."

[0090] (Total by department group (support work not included)) Next, the aggregation unit 40 aggregates the employee code, employee name, department code, period, project number, project department code (PJ department code), scheduled work time, daily report time (actual work time), etc. from the work schedule table 16 and daily report table 17, and generates the work schedule / daily report aggregation table 18 shown in FIG. 16.

[0091] In Figure 16, if the department code and project department code are the same, it means that the employee worked on a project in the same department group as the department group they belong to. For example, the department code for "Tanaka-san" with employee code "SH01" is "SS," and the PJ department code for project number "P001" on which Tanaka-san worked is also "SS."

[0092] In this case, since the department code and project department code are the same, this means that Tanaka worked on a project in the same department group as the department group he belongs to. When the "aggregation by department group (not including support work)" aggregation format is selected, the aggregation unit 40 collects the scheduled times and daily report times for each employee whose department code and project department code are the same, and the output control unit 37 controls the display on the output device 7.

[0093] (Analysis and cause investigation based on department group-based calculations (not including support work)) Next, we will explain the analysis and cause investigation in steps S21 and S22 when tallying by department group (not including support work). In steps S21 and S22, as shown in Figure 17, the number of effective personnel for the work schedule and the number of effective personnel for the work results are calculated for each employee in the same department group, and consideration is given to personnel allocation, etc. based on the calculated effective number of personnel.

[0094] Specifically, the number of effective personnel is calculated as follows: First, the total scheduled working time calculation unit 31 calculates the total scheduled working time scheduled as the working time of employees working on the project by adding up the scheduled working time of the employee's own department, which is the working time scheduled for the employee's own department, and the scheduled working time of other departments, which is the working time scheduled for departments other than the employee's own department.

[0095] In the example of Figure 17, the total scheduled working hours of employee Tanaka is "130 hours of direct working hours in his own department + 50 hours of indirect working hours in his own department + 0 hours of direct working hours in other departments + 20 hours of indirect working hours in other departments = 200 hours." Also, in the example of Figure 17, the total scheduled working hours of employee Yoshida is "30 hours of direct working hours in his own department + 10 hours of indirect working hours in his own department + 0 hours of direct working hours in other departments + 10 hours of indirect working hours in other departments = 50 hours."

[0096] Next, the own department total scheduled operation time calculation unit 32 calculates the own department total scheduled operation time scheduled as the operation time of the employee in his / her own department by adding up the direct operation time scheduled for the work that directly generates sales and the indirect labor time scheduled for the indirect work other than the work that directly generates sales among the work in the employee's own department for the project.

[0097] In the example of Figure 17, the total scheduled working hours of employee Tanaka's department is "130 hours of direct working hours of his department + 50 hours of indirect working hours of his department = 180 hours." Also, in the example of Figure 17, the total scheduled working hours of employee Yoshida's department is "30 hours of direct working hours of his department + 10 hours of indirect working hours of his department = 40 hours."

[0098] Next, the effective personnel schedule calculation unit 33 calculates the effective personnel schedule, which is the ratio of the total scheduled operation time of the department to the total scheduled operation time. In the case of employee Tanaka, the effective personnel schedule is "180 hours of scheduled operation time of the department / 200 hours of scheduled operation time = 0.9". In the case of employee Yoshida, the effective personnel schedule is "40 hours of scheduled operation time of the department / 50 hours of scheduled operation time = 0.8".

[0099] Next, the total actual working time calculation unit 34 calculates the total actual working time of the employee for the project by adding up the actual working time of the employee's own department, which is the actual working time of the employee's own department, and the actual working time of the other department, which is the actual working time of the other department.

[0100] In the example of Figure 17, the total actual working hours of employee Tanaka is "210 hours of direct working hours in his own department + 50 hours of indirect working hours in his own department + 0 hours of direct working hours in other departments + 40 hours of indirect working hours in other departments = 300 hours." Also, the total actual working hours of employee Yoshida is "80 hours of direct working hours in his own department + 10 hours of indirect working hours in his own department + 0 hours of direct working hours in other departments + 10 hours of indirect working hours in other departments = 100 hours."

[0101] Next, the own department total operating time calculation unit 35 calculates the total operating time of the employee's own department by adding up the direct operating time of work that directly generates sales and the indirect labor time of indirect work, among the work done in the employee's own department for the project.

[0102] In the example of Figure 17, the total actual working hours of employee Tanaka's department is "210 hours of direct working hours of his department + 50 hours of indirect working hours of his department = 260 hours." Also, the total actual working hours of employee Yoshida's department is "80 hours of direct working hours of his department + 10 hours of indirect working hours of his department = 90 hours."

[0103] Next, the effective personnel actual number calculation unit 36 ​​calculates the effective personnel actual number, which is the ratio of the total actual operating time of the department to the total actual operating time. In the case of employee Tanaka, the effective personnel actual number is "total actual operating time of the department 260 hours / total actual operating time 300 hours = 0.87." In the case of employee Yoshida, the effective personnel actual number is "total actual operating time of the department 90 hours / total actual operating time 100 hours = 0.9."

[0104] In this way, when the planned number of effective personnel and the actual number of effective personnel are calculated for each employee in the same department group, the control unit 3 calculates the effective number of personnel (planned total) by adding up the planned number of effective personnel corresponding to the work schedule of each employee in the same department group, as shown in Figure 17, and calculates the effective number of personnel (actual total) corresponding to the work performance of each employee in the same department group.

[0105] In the example of Figure 17, the planned effective personnel numbers corresponding to the work schedules of Tanaka, Nishi, Yoshida, and Suzuki, who belong to the "Construction Management Headquarters," are "0.9," "0.9," "0.8," and "0.8," respectively. Therefore, the control unit 3 calculates "0.9 + 0.9 + 0.8 + 0.8 = 3.4" to calculate the effective personnel number (planned total). Also, in the example of Figure 17, the planned effective personnel numbers corresponding to the work results of Tanaka, Nishi, Yoshida, and Suzuki, are "0.87," "0.68," "0.9," and "0.9," respectively. Therefore, the control unit 3 calculates "0.87 + 0.68 + 0.9 + 0.9 = 3.35" to calculate the effective personnel number (actual total) corresponding to the results.

[0106] Furthermore, the average effective personnel number calculation unit 38 calculates the average planned effective personnel number, which is the average of the planned number of effective personnel for each employee in the same department group, and the average actual effective personnel number, which is the average of the actual number of effective personnel for each employee. In the example of FIG. 17, since the total number of effective personnel corresponding to the planned work is "3.4," the average effective personnel number calculation unit 38 calculates the average planned effective personnel number by calculating "3.4 / 4 people = 0.85." In the example of FIG. 17, since the total number of effective personnel corresponding to the actual work is "3.35," the average effective personnel number calculation unit 38 calculates the average actual effective personnel number by calculating "3.35 / 4 people = 0.53."

[0107] The acquisition unit 39 also acquires, from the reference master 14 shown in FIG. 5, the reference number of effective personnel that is set as a reference for this fiscal year and that is predicted based on the trend of the actual number of effective personnel in past fiscal years.

[0108] The output control unit 37 outputs and displays to the output device 7 the planned number of effective personnel and the actual number of effective personnel for each employee in the same department group, the total planned number of effective personnel for each employee in the same department, the total actual number of effective personnel for each employee in the same department, the average planned number of effective personnel, the average actual number of effective personnel, and the standard number of effective personnel.

[0109] Based on the number of effective personnel for each department group, managers analyze the surplus or shortage of personnel for each department group, the suitability of each employee's allocation, etc., and consider the optimal number of personnel and allocation. For example, in the example of Figure 17, based on the effective number of personnel (total), it can be concluded that "when viewed on a headquarters basis (department group basis), Construction Management Division 1 and Construction Management Division 2 collaborate frequently, so if work progresses smoothly within them, there is no need to consider changing personnel allocation.

[0110] On the other hand, if the total number of effective personnel is low compared to the number of employees, it means that there is a lot of collaboration with other headquarters work, so it is possible to analyze and consider that organizational changes or changes in personnel allocation are necessary (the situation does not match the organization). Also, in the example of Figure 17, based on the average number of effective personnel for work results and the standard number of effective personnel, it is possible to analyze and consider that "when viewed by headquarters (department group), Construction Management Division 1 and Construction Management Division 2 collaborate a lot, so the average number of effective personnel for work results per employee is close to the standard value."

[0111] (aggregation by department (including support work)) Next, each employee may work on a project (support work) for a department other than the one to which they belong. The personnel management device 1 of the embodiment can tally up the work schedule and work performance of each employee, including such support work, from the work schedule / daily report tally table 18, in response to a specified operation by a business operator or the like.

[0112] When aggregating each employee's work schedule and work performance, including support work, refer to the Work Schedule / Daily Report Aggregation Table 18 shown in Figure 18, and record records where the affiliation department code and project department code are different are labeled and aggregated separately as if the person's affiliation was listed in the project department code. Note that in Figure 18, if the affiliation department code and project department code are the same, it means that the employee worked on a project in their own department, as mentioned above.

[0113] In contrast, suppose that "Yoshida-san," who belongs to the "Construction Management Department 2," has an employee code of "SH02" and a department code of "S02," and works on a project with a project number of "P002." This project with a project number of "P002" has a project department code of "S01" and is being worked on by the "Construction Management Department 1," to which Tanaka-san and Nishi-san belong. Therefore, "Yoshida-san" has performed support work on a project in another department with a department code of "S02" and a project department code of "S01." The results of the aggregation, including the support work, performed by the aggregation unit 40 based on the work schedule / daily report aggregation table 18 illustrated in FIG. 18 are displayed on the output device 7 by the output control unit 37.

[0114] (Analysis and cause investigation based on department-by-department statistics (including support work)) Next, we will explain the analysis and cause investigation based on the results of the department-by-department aggregation (including support work) in steps S21 and S22. In these steps S21 and S22, as shown in Figures 19 and 20, the effective number of personnel for the work schedule and the effective number of personnel for the work results are calculated for each employee belonging to the same department, and consideration is given to the personnel allocation for each department based on the calculated effective number of personnel.

[0115] The example in Figure 19 is an example where "Yoshida" and "Suzuki" who belong to "Construction Management Department 2" worked as support members on a project in "Construction Management Department 1" to which "Tanaka" and "Nishi" belong as members. The example in Figure 20 is an example where "Tanaka" and "Nishi" who belong to "Construction Management Department 1" worked as support members on a project in "Construction Management Department 2" to which "Yoshida" and "Suzuki" belong as members.

[0116] In this case, as in the case above, the planned effective personnel number, which is the ratio of the total planned working hours of his / her own department to the total planned working hours, is calculated for each employee who will be a member and support member. In the case of Mr. Tanaka, a member of the group, the planned effective personnel number is "150 hours of actual working hours of his / her own department / 200 hours of actual working hours = 0.75", and the actual effective personnel number is "210 hours of actual working hours of his / her own department / 300 hours of actual working hours = 0.70".

[0117] In addition, in the case of Yoshida, a support member, the planned number of effective personnel is "20 hours of actual total working time in his / her department / 50 hours of actual total working time = 0.4", and the actual number of effective personnel is "20 hours of actual total working time in his / her department / 100 hours of actual total working time = 0.2".

[0118] In addition, the working hours of the support members of the "Construction Management Division 2" working on the project of the "Construction Management Division 1" are considered to be the working hours of their own department, as shown in Figure 19, and the working hours of the support members of the "Construction Management Division 2" working on the project of the "Construction Management Division 2 (= their own department)" are considered to be the working hours of other departments.

[0119] Then, as described above, the planned number of effective personnel and the actual number of effective personnel for affiliated members and support members, the total planned number of effective personnel for affiliated members and support members, the total actual number of effective personnel for affiliated members and support members, the average planned number of effective personnel for affiliated members and support members, and the average actual number of effective personnel for affiliated members and support members are calculated, and the standard number of effective personnel is obtained and displayed on the output device 7, for consideration of personnel allocation, etc.

[0120] (Profit and loss inquiry operation) Next, the profit and loss inquiry operation in step S5 of the system flowchart in Figure 6 will be described. When making a profit and loss inquiry, the sales date, sales amount, and operating profit amount for each department are registered (stored) in the sales table 19 by a business operator or the like, as shown in Figure 21. In the example of Figure 21, the Construction Management 1 Department, which has the department code "S01" to which Tanaka and Nishi belong, has registered sales of 20 million yen and an operating profit of 10 million yen as of April 30, 2022. Also, in the example of Figure 21, the Construction Management 2 Department, which has the department code "S02" to which Yoshida and Suzuki belong, has registered sales of 40 million yen and an operating profit of 12 million yen as of April 30, 2022.

[0121] Once the sales amounts and operating profit amounts are registered in the sales table 19 in this manner, the department profit and loss inquiry generation unit 41 calculates the operating profit per standard effective employee for each department by multiplying the number of employees in each department by the above-mentioned standard number of effective employees, thereby dividing the operating profit amount for each department by the value obtained by multiplying the number of employees in each department by the standard number of effective employees.The department profit and loss inquiry generation unit 41 also calculates the operating profit per effective employee for each department by dividing the operating profit amount for each department by the total value of the actual number of effective employees for each employee in each department.The department profit and loss inquiry generation unit 41 then generates department profit and loss inquiry data including the calculated operating profit per standard effective employee for each department and the operating profit per effective employee for each department, and registers (stores) this in the profit and loss inquiry table 20.

[0122] FIG. 22 shows an example of the departmental profit and loss inquiry data calculated and registered based on the results of the above-mentioned department-by-department aggregation (excluding support work) and the above-mentioned number of effective personnel. In the example of FIG. 22, for a department with department code "S01," the standard number of effective personnel is calculated as "0.9 x 2 people = 1.8," and the total actual number of effective personnel is calculated as "1.05 (see FIG. 14)." The example of FIG. 22 also shows an example in which the operating profit per employee is calculated as "operating profit 10 million yen / 2 people = 5 million yen," and the operating profit per standard effective employee is calculated as "operating profit 10 million yen / total effective employee standard value 1.8 = 5.56 million yen." The example of FIG. 22 also shows an example in which the operating profit per effective employee is calculated as "operating profit 10 million yen / total effective employee actual value 1.05 = 9.52 million yen."

[0123] In contrast, Figure 23 shows an example of departmental profit and loss inquiry data calculated and registered based on the results of the above-mentioned department-by-department aggregation (including support work) and the above-mentioned number of effective personnel. In the example of Figure 23, for a department with department code "S02," the standard number of effective personnel is calculated as "0.9 x 2 people = 1.8," and the total number of actual effective personnel is calculated as "1.9." Also, in the example of Figure 23, the operating profit per employee is calculated as "operating profit 12 million yen / 2 people = 6 million yen," and the operating profit per standard effective employee is calculated as "operating profit 12 million yen / total value of the standard effective employee value 1.8 = 6.67 million yen." Also, in the example of Figure 23, the operating profit per effective employee is calculated as "operating profit 10 million yen / total value of the actual effective employee number 1.9 = 6.32 million yen."

[0124] From the department profit and loss inquiry data shown in Figure 23, managers can see that for the "Construction Management Department 2" with department code "S02," there is not a large difference between the standard effective number of personnel and the actual effective number of personnel taking support work into account, and that the operating profit is reasonable.In contrast, for the "Construction Management Department 1" with department code "S01," this was not clear from the comparison excluding support work shown in Figure 22, but when support work is included in the analysis as shown in Figure 23, managers can see that the operating profit is high compared to the actual effective number of personnel.

[0125] Next, when the sales amount and operating profit amount are registered in the sales table 19, the group profit and loss inquiry generation unit 42 calculates the operating profit per standard effective employee for each department group by dividing the operating profit amount for each department group by the value obtained by multiplying the number of employees for each department group by the standard number of effective employees.The group profit and loss inquiry generation unit 42 also calculates the operating profit per effective employee for each department group by dividing the operating profit amount for each department group by the total value of the actual number of effective employees for each employee for each department group.The group profit and loss inquiry generation unit 42 then generates group profit and loss inquiry data including the operating profit per standard effective employee and the operating profit per effective employee for each department group, and registers (stores) this in the profit and loss inquiry table 20.

[0126] FIG. 24 shows an example of group profit and loss inquiry data calculated and registered based on the results of the above-mentioned department group-by-department aggregation (excluding support work) and the above-mentioned effective personnel numbers. In the example of FIG. 24, for a department with a department group code of "SS," the effective personnel standard number is calculated as "0.9 x 4 people = 3.6," and the total effective personnel actual number is calculated as "3.35 (see FIG. 17)." Also, in the example of FIG. 24, the operating profit per person in the group is calculated as "operating profit (10 million yen + 12 million yen) / 4 people = 5.5 million yen," and the operating profit per standard effective person is calculated as "operating profit (10 million yen + 12 million yen) / total effective personnel standard value 3.6 = 6.11 million yen." The example in Figure 24 is an example in which the operating profit amount per effective employee is calculated as "operating profit (10 million yen + 12 million yen) / total number of effective employees 3.35 = 6.57 million yen."

[0127] Such departmental profit and loss inquiry data and group profit and loss inquiry data are output and displayed on the output device 7 by the output control unit 37, and are used for analyzing the results (operating profit, etc.) of personnel allocation on a departmental or group basis.

[0128] (Effects of the embodiment) As is clear from the above explanation, the personnel management device 1 of the embodiment compiles the results of daily report inputs that manage the working hours for each project from the supervising department for each project and the department to which the employee belongs, and makes it possible to recognize the surplus or shortage of human resources for each department using an indicator called the number of effective personnel.

[0129] The work hours (time entered in the daily report) include not only the sales-related projects of one's own department, but also support work for projects in other departments, and work that is treated as selling and general administrative expenses, such as training or clerical work that does not result in sales. For this reason, the personnel management device 1 of the embodiment stores information such as whether or not there is sales (direct project or indirect project) and the responsible department (department that records sales or expenses) for each project associated with the daily report. This makes it possible to compare and tally the time with the employee's department.

[0130] In the past, determining whether there was a surplus or shortage of human resources was often done based on human intuition, making it difficult to recognize it as a clear number. However, the personnel management device 1 of the embodiment makes it possible to determine whether there is a surplus or shortage of human resources using a clear indicator of the number of available personnel. This makes it possible to clearly determine which departments require personnel allocation and the number of personnel to be allocated.

[0131] The number of available personnel is an index based on the assumption that each employee performs one man-month's work in one man-month's time. The personnel management device 1 of the embodiment compares the planned and actual working hours while referring to the number of available personnel, so it is possible to grasp the trends of each employee or each department.

[0132] [Contribution to the United Nations-led Sustainable Development Goals (SDGs)] This embodiment can contribute to improving business efficiency and promoting appropriate management decisions by companies, thereby contributing to the achievement of Goals 8 and 9 of the SDGs.

[0133] Furthermore, this embodiment can contribute to reducing waste and promoting paperless and electronic systems, thereby contributing to the achievement of SDGs Goals 12, 13, and 15.

[0134] Furthermore, this embodiment can contribute to strengthening control and governance, which can contribute to the achievement of Goal 16 of the SDGs.

[0135] [Other embodiments] The present invention may be implemented in various different embodiments other than those described above within the scope of the technical concept set forth in the claims.

[0136] For example, among the processes described in the embodiments, all or part of the processes described as being performed automatically can be performed manually, or all or part of the processes described as being performed manually can be performed automatically using known methods.

[0137] Furthermore, the processing procedures, control procedures, specific names, information including parameters such as registered data and search conditions for each process, screen examples, and database configurations shown in this specification and drawings can be changed as desired unless otherwise specified.

[0138] Furthermore, with regard to the personnel management device 1, the components shown in the figures are functional concepts, and do not necessarily have to be physically configured as shown in the figures.

[0139] For example, all or any part of the processing functions of the personnel management device 1, particularly the control unit 3 and the processing functions performed by the control unit 3, may be implemented by a CPU (Central Processing Unit) and a program interpreted and executed by the CPU, or may be implemented as hardware using wired logic. The program is recorded on a non-transitory computer-readable recording medium containing programmed instructions for causing the information processing device to execute the processes described in this embodiment, and is mechanically read by the personnel management device 1 as needed. That is, a storage unit such as a ROM or HDD stores a computer program for working with the OS to issue instructions to the CPU and perform various processes. The computer program is executed by being loaded into RAM, and works with the CPU to configure the control unit 3.

[0140] In addition, the personnel management program of this personnel management device 1 may be stored in another server device connected to the personnel management device 1 via any network, and all or part of it may be downloaded as needed.

[0141] The personnel management program for executing the processes described in this embodiment may be stored in a non-transitory computer-readable recording medium or configured as a program product. Here, the term "recording medium" includes any portable physical medium, such as a memory card, a Universal Serial Bus (USB) memory, a Secure Digital (SD) card, a flexible disk, a magneto-optical disk, a ROM, an Erasable Programmable Read Only Memory (EPROM), an Electrically Erasable and Programmable Read Only Memory (EEPROM), a Compact Disk Read Only Memory (CD-ROM), a Magneto-Optical Disk (MO), a Digital Versatile Disk (DVD), and a Blu-ray Disc (Blu-ray).

[0142] Furthermore, a "program" is a data processing method written in any language or description method, and does not matter whether it is in source code, binary code, or other format. Note that a "program" is not necessarily limited to a single structure, but also includes a distributed structure consisting of multiple modules or libraries, or a structure that achieves its function by working in conjunction with a separate program, such as an OS. Note that the specific configuration and reading procedure for reading a recording medium in the personnel management device 1 described in the embodiment, as well as the installation procedure after reading, can use well-known configurations and procedures.

[0143] The memory unit 2 is a storage means such as a memory device such as RAM or ROM, a fixed disk device such as a hard disk, a flexible disk, or an optical disk, and stores various programs, tables, databases, and web page files used for various processes and providing websites.

[0144] The personnel management device 1 may be configured as an information processing device such as a known personal computer or workstation, or may be configured as an information processing device connected to any peripheral device. The information processing device may be realized by installing software (including programs, data, etc.) that realizes the processing described in this embodiment.

[0145] Furthermore, the specific form of distribution and integration of the devices is not limited to that shown in the drawings, and all or part of them can be configured by functionally or physically distributing and integrating them in any unit according to various additions or functional loads. In other words, the above-described embodiments can be implemented in any combination, or embodiments can be implemented selectively. [Industrial Applicability]

[0146] The present invention is suitable for use in general project management accounting solutions in the IT industry, construction industry, and the like. [Explanation of symbols]

[0147] 1 Personnel management device 2 Storage section 3. Control Unit 4. Communication interface section 5 Input / Output Interface Section 6 Input Devices 7 Output Devices 11 Department Master 12 Department Group Master 13 Employee Master 14 Reference Master 15 Project Table 16 Work Schedule Table 17 Daily Report Table 18 Action Schedule Daily Report Summary Table 19 Sales Table 20 Profit and Loss Inquiry Table 31 Total planned operation time calculation section 32 Calculation of total planned working hours for own department 33 Effective Personnel Schedule Calculation Department 34 Total operating time calculation section 35 Calculation of total operating hours for own department 36 Effective Personnel Actual Count Calculation Department 37 Output control section 38 Average number of effective personnel calculation section 39 Acquisition Department 40 Counting Unit 41 Departmental Profit and Loss Inquiry Generation Department 42 Group Profit and Loss Inquiry Generation Unit

Claims

1. a total scheduled operation time calculation unit that calculates a total scheduled operation time scheduled as the operation time of personnel working on the project by adding together a self-department scheduled operation time scheduled for the self-department to which the personnel belongs and an other-department scheduled operation time scheduled for the other department other than the self-department of the personnel, out of the operation times scheduled for the personnel working on the project; an own department total scheduled operation time calculation unit that calculates an own department total scheduled operation time that is scheduled as the operation time of the person in his / her own department by adding up a direct operation scheduled time that is scheduled for an operation that directly generates sales and an indirect labor scheduled time that is scheduled for an indirect operation other than the operation that directly generates sales among the operations of the person in his / her own department for the project; a planned effective manpower number calculation unit that calculates a planned effective manpower number, which is a ratio of the total planned operation time of the department to the total planned operation time; a total operating time calculation unit that calculates a total operating time of the personnel for the project by adding together a self-department operating time that is the operating time of the self-department and an other-department operating time that is the operating time of the other department, among the operating times that are the actual operating times of the personnel for the project; an own department total actual operation time calculation unit that calculates an own department total actual operation time of the personnel in the own department by adding up the direct operation actual time of the work that directly generates sales and the indirect labor actual time of the indirect work among the work of the personnel in the own department for the project; an effective personnel actual number calculation unit that calculates an effective personnel actual number, which is a ratio of the total actual operation time of the department to the total actual operation time; an output control unit that controls output of the planned number of effective personnel and the actual number of effective personnel; A personnel management device having:

2. an effective personnel average number calculation unit that calculates an effective personnel planned average number, which is an average value of the effective personnel planned number of each of the personnel, and an effective personnel actual average number, which is an average value of the effective personnel actual number of each of the personnel, the output control unit controls the output of the planned effective personnel number and the actual effective personnel number, as well as the planned effective personnel average number and the actual effective personnel average number; 2. The personnel management device according to claim 1, wherein:

3. The system further includes an acquisition unit that acquires from the storage unit a standard number of effective personnel that is a standard for this fiscal year and that is predicted and set based on the trend of the actual number of effective personnel for past fiscal years, the output control unit controls the output of the effective personnel standard number together with the planned effective personnel number, the actual effective personnel number, and the planned effective personnel average number; 3. The personnel management device according to claim 2, wherein:

4. a counting unit that counts the self-department planned operation time and the other department planned operation time for each department to which each of the personnel belongs, and generates department-based count data that counts the self-department actual operation time and the other department actual operation time, the output control unit controls output of the department-based aggregate data; 4. The personnel management device according to claim 3, wherein:

5. the tallying unit generates the department-unit tally data including the other department's planned operation time and the other department's actual operation time for projects handled by departments other than the department to which the person belongs, based on a result of selection of a tallying form by an operator, or generates the department-unit tally data without including the other department's planned operation time and the other department's actual operation time; 5. The personnel management device according to claim 4, wherein:

6. the tallying unit tallying the self-department planned operation time and the other department planned operation time of each employee for each department group to which each employee belongs, and generates department group unit summary data that tally the self-department actual operation time and the other department actual operation time; the output control unit controls output of the department group unit aggregate data; 5. The personnel management device according to claim 4, wherein:

7. the tallying unit generates the department group unit aggregated data including the other department's planned operation time and the other department's actual operation time for projects handled by department groups other than the department group to which the personnel belongs, based on the result of selection of the aggregation format by the operator, or generates the department group unit aggregated data without including the other department's planned operation time and the other department's actual operation time; 7. The personnel management device according to claim 6,

8. The system further comprises a department profit and loss inquiry generating unit that generates department profit and loss inquiry data including an operating profit per standard effective employee in each of the departments, calculated by multiplying the number of employees in each department by the standard number of effective employees and dividing the operating profit amount for each of the departments by the value obtained by multiplying the number of employees in each department by the standard number of effective employees, and an operating profit per effective employee in each of the departments, calculated by dividing the operating profit amount for each of the departments by the total value of the actual number of effective employees for each employee in each of the departments, the output control unit controls output of the department profit and loss inquiry data; 4. The personnel management device according to claim 3, wherein:

9. The system further comprises a group profit and loss inquiry generating unit that generates group profit and loss inquiry data including an operating profit per standard effective employee in each of the department groups, calculated by dividing the operating profit amount for each of the department groups by the value obtained by multiplying the number of employees in each of the department groups by the standard number of effective employees, and an operating profit per effective employee in each of the department groups, calculated by dividing the operating profit amount for each of the department groups by the total value of the actual number of effective employees for each employee in each of the department groups, the output control unit controls output of the group profit and loss inquiry data; 7. The personnel management device according to claim 6,

10. a total planned operation time calculation step in which a total planned operation time calculation unit calculates a total planned operation time scheduled as the operation time of personnel working on the project by adding together a self-department planned operation time scheduled for the self-department to which the personnel belongs and an other-department planned operation time scheduled for the other department other than the self-department of the personnel, out of the operation times scheduled for the personnel working on the project; a self-department total scheduled operation time calculation step in which a self-department total scheduled operation time calculation unit calculates a self-department total scheduled operation time scheduled as the operation time of the person in his / her own department by adding up a direct operation time scheduled for work that directly generates sales and an indirect labor time scheduled for indirect work other than work that directly generates sales, among work in the person's own department for the project; an effective staff number calculation step in which an effective staff number calculation unit calculates an effective staff number, which is a ratio of the total scheduled operation time of the department to the total scheduled operation time; a total actual operation time calculation step in which a total actual operation time calculation unit calculates a total actual operation time of the personnel for the project by adding together an actual operation time of the own department that is the operation time of the own department and an actual operation time of another department that is the operation time of the other department, out of the actual operation times of the personnel for the project; a self-department total actual operation time calculation step in which a self-department total actual operation time calculation unit calculates a self-department total actual operation time of the personnel in their own department by adding up the direct operation time of work that directly generates sales and the indirect labor time of the indirect work among the work of the personnel in their own department for the project; an effective personnel actual number calculation step in which an effective personnel actual number calculation unit calculates an effective personnel actual number, which is a ratio of the total operating actual time of the department to the total operating actual time; an output control step in which an output control unit controls the output of the planned number of effective personnel and the actual number of effective personnel; A personnel management method having the following.

11. Computer, a total scheduled operation time calculation unit that calculates a total scheduled operation time scheduled as the operation time of personnel working on the project by adding together a self-department scheduled operation time scheduled for the self-department to which the personnel belongs and an other-department scheduled operation time scheduled for the other department other than the self-department of the personnel, out of the operation times scheduled for the personnel working on the project; an own department total scheduled operation time calculation unit that calculates an own department total scheduled operation time that is scheduled as the operation time of the person in his / her own department by adding up a direct operation scheduled time that is scheduled for an operation that directly generates sales and an indirect labor scheduled time that is scheduled for an indirect operation other than the operation that directly generates sales among the operations of the person in his / her own department for the project; a planned effective manpower number calculation unit that calculates a planned effective manpower number, which is a ratio of the total planned operation time of the department to the total planned operation time; a total operating time calculation unit that calculates a total operating time of the personnel for the project by adding together a self-department operating time that is the operating time of the self-department and an other-department operating time that is the operating time of the other department, among the operating times that are the actual operating times of the personnel for the project; an own department total actual operation time calculation unit that calculates an own department total actual operation time of the personnel in the own department by adding up the direct operation actual time of the work that directly generates sales and the indirect labor actual time of the indirect work among the work of the personnel in the own department for the project; an effective personnel actual number calculation unit that calculates an effective personnel actual number, which is a ratio of the total actual operation time of the department to the total actual operation time; functioning as an output control unit that controls the output of the planned number of effective personnel and the actual number of effective personnel; A personnel management program featuring:

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