The agenda of the meeting of the working group on the introduction of the TRP. How to organize a meeting and take minutes

Almost each of us has had to participate in various meetings more than once. And, I think, many have heard the following statement from colleagues: “Again, the meeting, but when to work?”. Hundreds of thousands of meetings are held every day in our country. But, unfortunately, this is the case when quantity does not turn into quality, because the principle “the more the better” clearly does not work here. Only effective meetings can give a noticeable tangible result and affect the quality of the enterprise. I would like enterprises whose employees could join the famous lines from the poem by V.V. Mayakovsky's "Seated", became less and less:

You won't fall asleep with excitement.
Early morning.
I dream of meeting the early dawn:
"Oh at least
Yet
One session
Concerning the eradication of all meetings!

Meeting Types

meeting - meeting, meeting dedicated to the discussion of some special issue or several issues.

Varieties of an extended meeting are:

symposium— extended meeting on a special scientific issue;
conference- an extended meeting, for example, among scientists, politicians;
congress, congress- a meeting of a wide composition, as a rule, of a regional, all-Russian or international scale.

Within a particular enterprise, depending on the main task, there are the following types meetings:

operational;
instructive;
problematic.

Other criteria can also be used as the basis for classifying meetings, such as the frequency of: scheduled, unscheduled.

In addition, according to the nature of the meeting, they are divided into the following types:

dictatorial- it is characteristic of an authoritarian type of management, when only the head leads the meeting and has the actual right to vote, the rest of the participants are only given the opportunity to ask questions, but not to express their own opinion;
autocratic- based on the leader's questions to the participants and their answers to them, as a rule, there are no discussions, only dialogue is possible;
segregative- the report is discussed only by the participants chosen by the head, the rest listen and take into account the information presented;
debatable- free exchange of opinions and development of a common solution; the right to make a decision in the final wording remains with the head;
free- it does not adopt a clear agenda, sometimes there is no chairman, sometimes it ends with a decision, but basically it comes down to an exchange of views.

Gathering together, the participants of the meeting have the opportunity to express their point of view on the topics under discussion, to bring the information they possess to all participants in the meeting, to discuss contentious issues consider alternative solutions. After all, it is not in vain that they say that truth is born in a dispute.

But the meeting is an expensive undertaking. Keep in mind that if your organization has an hour-long meeting with eight participants every day, this means that one employee is paid only for participating in meetings. The meeting cannot be viewed as a way to inform employees, it is the best means of evaluation and decision-making. A collective decision carries more weight than a single decision. Therefore, the meeting is ideal where the participation of the team in discussing the problem and finding solutions is necessary, where it is necessary to consider different points of view.

Meeting preparation

The success of a meeting is 90% dependent on the quality of its preparation. Any, even the shortest meeting, will only benefit from preliminary study.

The person responsible for the preparation of the event, first of all, must find out:

purpose of the meeting
main points for discussion,
list of participants,
place, time and form.

It should be noted that in a number of organizations there is a certain procedure for holding meetings, which can be enshrined in special Regulations. In this case, the task is greatly simplified.

If several people participate in the preparation of the meeting, then, as a rule, the enterprise issues an order to hold a meeting, which determines the composition of the working group and the plan for its preparation (see Example 1).

Agenda setting

Setting the agenda is the task of the chairman, but it is the responsibility of the secretary to document it.

The agenda is drawn up only after the purpose of the meeting is determined. At the same time, the goal should be clearly formulated, have logical completeness and unambiguous interpretation. The agenda should include a large number of questions so that they can be discussed in detail at the meeting. But, unfortunately, this requirement is not always fulfilled and the agenda is overloaded, which makes it impossible to prepare and discuss all issues thoroughly. Here the principle “better less, but better” applies. Therefore, always try to get rid of secondary issues that can be resolved outside the meeting.

The agenda is usually drawn up in written (printed) form. . Of course, meetings can be held without a pre-prepared list of questions, but in this case they should be brought to the attention of the meeting participants at least orally. I think no one will argue that a written agenda is a more effective form and allows everyone to focus on what needs to be done: before the meeting, during the meeting and after it. It is the plan for the event. Meetings without it very often turn into general discussions, the participants of which do not focus on key issues. Many witnesses to unprepared meetings more than once had to deal with such a situation when someone urgently requested information from their subordinates, and the rest were forced to waste time waiting. Such shortcomings adversely affect the rhythm of the discussion, and consequently, its effectiveness.

About that How should items be placed on the agenda? There are two diametrically opposed opinions.

In accordance with the first point of view, questions should be arranged in order of their importance and complexity. The arguments here are as follows: at the beginning of the meeting, employees are more active, they are not tired yet and, therefore, it is better to discuss the most important and difficult issues at the beginning.

Adherents of the second point of view believe that issues that require extended discussion and elaboration are best addressed in the second third of the meeting, when the physical and mental performance of the participants reaches its peak. Current issues that do not require a lot of time can be solved first, and the easiest questions, interesting and pleasant things, can be left for the end.

Based on the practice of work, we can recommend readers to adhere to the second point of view, because. starting with simpler questions, you can set a certain rhythm, because they do not require detailed study, employees discussing them do not have time to get tired - they serve as a “kind of warm-up” before working on more complex problems. When the main work is done and the attention of the audience weakens, you can move on to discussing more interesting issues that do not require tension (in the last third of the meeting), for example, about the organization corporate event in honor of the anniversary of the company or about the results of participation in the exhibition.

We live in a dynamic world. During the preparation of the meeting, as a result of obtaining more reliable and timely information, priorities may change repeatedly. What was relevant to us just a few hours ago may become completely uninteresting. Therefore, one should never consider the approved agenda of a workshop as something unshakable. In this case, it can be recommended to develop a procedure for adjusting the agenda after its approval, which should be reflected in the Rules for holding meetings.

Scheduled agenda approved by the head, a sample of such a document is presented in Example 2. But in practice, a simplified form is also often used. As can be seen from Example 3, it does not have an approval stamp (there are even design options without the signature of the responsible executor), but it is these forms of summonses that are the most common. The first form is more informative, contains information about the place, date and participants of the meeting, has a stamp of approval. Therefore, it can be recommended to use it for the most important meetings, and for working and operational agendas, the secretary can also sign the agenda after a preliminary oral discussion with the chairman. The procedure for drawing up the agenda is fixed in the Regulations for holding meetings, if there is one at the enterprise.

Meeting participants

After determining the purpose of the meeting and the range of issues that will be discussed at it, you can proceed to the selection of candidates for participants. For a meeting employees should be invited :

who make key decisions on issues brought up for discussion (their opinion may be decisive);
who, in accordance with their official duties, have certain information on the issues under consideration;
who, by the nature of their activities, should be familiar with the information presented at the meeting;
who will organize the implementation of the decisions of the meeting.

People should be invited who are able to voice different points of view and at the same time are ready for fruitful interaction.

The usefulness of a meeting is inversely proportional to the number of participants. Amount recommended by psychologists for an internal business meeting — 6 to 9 people, this ensures high productivity, people are not lost in the mass, and such a group is easier to control. In practice, meetings are held in both smaller and larger groups, each with its own advantages and disadvantages.

The agenda may be attached guest list indicating their positions. This is the case when organizing large meetings with a large number of participants. This is actively practiced in federal executive bodies. In commercial organizations, it is better to include meeting participants and invitees on the meeting agenda, as shown in Example 2.

In large institutions, meetings on the most important issues are compiled information about them , which indicates the reason and purpose of raising the issue for discussion. Along with the help can be offered draft decision .

If the meeting is attended by a large number of people, branch managers, subsidiaries or representatives of third parties, then sent invitations (notices) to the meeting. As a rule, such a document consists of:

appeals;
information about the date, place and time of the event;
agenda;
invitations to participate;
requests for confirmation of participation in the meeting.

Invitations (notices) are signed by persons responsible for the preparation of the event. Possible variant design is shown in Example 4.

The type of the meeting also determines the type of document that should be sent to the participants. As a rule, this is:

an invitation (notice) to hold a meeting, issued on the letterhead of the organization, or
agenda in the form adopted by the enterprise.

The agenda should be sent out a few days before the start of the event (usually 3-5 days) to give attendees the opportunity to prepare. The materials to be discussed are attached to it (draft reports on each issue, information materials submitted by responsible executors). Such supporting documentation can be sent out later - 1-2 days before the meeting. In this case, you should take into account the real ratio of the amount of information that you need to familiarize yourself with the remaining time.

Meeting organizers not only need to send out invitations (or agendas) to attendees, they also need to support feedback. It should be clarified whether they will be able to attend, whether they need the availability of technical means.

Preparation of documents for the meeting (reports, information materials)

So, 10-15 pages of continuous text, typed in small print, no one will read. Therefore, do not save on your employees and use the optimal font size - 12. Smaller text can be used, for example, for page footnotes.

Do not use too many font styles at the same time (2 are enough, for example, the most common ones - Times New Roman and Arial). It is better to highlight text fragments with different styles (italics, bold) or underlining.

Think about how many levels of headings in the text you will need, do you need to number them, how will you highlight the names of tables, diagrams and figures? All this will help the reader quickly navigate the document.

The main thing is that the formatting logic chosen by you is not violated within one document, and it is desirable that it be observed (even with small deviations) within the entire set of materials.

Participants' presentations can be supported written reports . Note that the report is one of the longest business documents. His writing refers to the skills necessary for a successful career. Therefore, we will give some basic recommendations for drafting the text of the report. It should be:

concise, as far as the content and purpose allows;
understandable (simple, not confusing);
logical;
structured.

Very often, the purpose of writing a report is to influence readers in some way: to convince them to accept a certain point of view, change their own minds, or take specific actions. The report should be addressed to a predetermined group, contain convincing arguments and anticipate possible objections.

In addition to reports, the meeting is being prepared information materials that presenters use. No wonder the Russian proverb says: "It is better to see once than hear a hundred times." There are many visual aids. For example, two simple graphs can be more efficient than one complex one, and they are easier and faster to build. Modern computer technology allows you to include in the report a lot of graphic images up to color illustrations.

Room preparation

The meeting room must be prepared in advance.

It needs to be ventilated or the air conditioning system turned on in a few hours.

Chairs should be neatly arranged, and their number should be 1-2 more than the planned number of participants and invitees. After all, during the discussion, you may urgently need to invite one of the employees. Then they will have a place to sit.

There should be writing utensils on the tables (pens, pencils and sheets of A4 paper or convenient A5 notepads or larger). The use of branded stationery is encouraged.

Mineral water and glasses are placed on the tables, which are placed upside down on napkins, and their number should be 1-2 more than those present.

If for clarity we use marker boards, it is necessary to provide for the presence of several multi-colored markers, as well as pre-soak the so-called "eraser" with a special liquid.

In the case of using technical means, they must be installed in advance, familiarized with the operating rules and checked for operability, it is imperative to provide for the possibility of connecting laptops. When using slides, it is necessary to ensure their presence at the meeting, place the projection screen in such a way that it can be seen by all those present.

More exotic equipment may be required. For example, at food enterprises, it is possible to conduct a tasting of a product and compare it with competitors' products. In this case, it is necessary to provide for the availability of disposable tableware for each participant.

Some companies do not allow people to bring to meetings for security reasons. mobile phones. In this case, it should be possible to store them with the secretary of the head.

Holding a meeting

If the agenda is full, then we recommend setting the rules for discussion . He disciplines the participants and helps the chairman to control the course of the meeting. A sample agenda for a meeting dedicated to discussing one issue might look like this:

introductory remarks (time limits during the meeting and the approximate time of its end are stipulated) - no more than 10 minutes;
keynote - up to 30 minutes;
questions to the speaker - no more than 2 minutes. every;
co-report, message - no more than 10 minutes;
questions to the co-speaker - no more than 1 min. every;
performances - 5-7 minutes. each;
speaker's answer - no more than 5 minutes;
answers of the co-speakers - no more than 3 minutes. every;
reference during the meeting - no more than 3 minutes;
reading the draft decision - no more than 3 minutes;
Summing up the results of the meeting - no more than 10 minutes.

Maximum duration meetings should not exceed three to four hours a day. Based on the psychophysiological characteristics of a person, it is recommended to take a break after 1.5 - 2 hours of work for 15 minutes.

The specific time of the meeting is determined by the chairman. In this case, human biorhythms should be taken into account. For example, ergonomic studies have shown that best time decision-making is later in the morning. Psychologists recommend holding most meetings in the afternoon. According to the theory of biorhythms, a person has two peaks of working capacity - between 9-12 hours and between 16-18 hours. Although long meetings at the end of the day can force people to make quick and not always optimal decisions. Success does not depend on the duration of the meeting, but on how active all its participants are.

On average, the duration of meetings at the enterprise ranges from 30 minutes to 2 hours. It is necessary to try to keep the meeting as short as possible, as far as the set goals allow. It's no secret that in many companies, meetings on issues that could be discussed in 20 minutes turn into a long 2-hour discussion. The world has accumulated a lot of experience in rational and even original solutions to this problem. For example, in some Japanese corporations, employees go to the lobby, and the meeting is held there, and standing up. There is no doubt that such discussions fit into the time frame recommended by experts - an hour, a maximum of one and a half. It is difficult for me to imagine such a form of holding meetings at Russian enterprises - we are still far from Japan in matters of business organization, but we still have everything ahead of us.

informative and operational meetings should not exceed 20-30 minutes, and problematic meetings - 1.5-2 hours;
discussion of one complex issue should not stretch for more than 40-45 minutes;
after 30-40 minutes of work, the participants' attention begins to wane;
after 70-80 minutes, physical fatigue appears;
after 80-90 minutes, negative activity develops - conversations and extraneous activities begin;
if the meeting continues without a break for more than 2 hours, then there are participants who agree to any decision.

Documentation of the meeting

The most important thing begins just after the meeting. After all, its effectiveness will depend on the implementation of the decisions made. To do this, it is necessary to draw up a protocol in which the decisions are recorded in writing, indicating the responsible executors and the deadlines for completing the task. Typically, at the end of the meeting, the chairperson summarizes the discussion and briefly announces what actions should be taken, by whom and when. It is the protocol that documents the agreements reached and indicates the direction of future work.

The protocol is an obligatory element of the final stage of the meeting. The minutes record the course of discussion of issues and the decisions made. The protocol reflects the activities of joint decision-making by a collegial body or a group of employees.

Depending on the type of meeting and other factors, the following protocol forms :

full minutes, which contains a record of all speeches at the meeting (it records the issues discussed and decisions made, speeches of participants, questions, comments, etc.);
brief minutes, which contains the names of the speakers and brief notes on the topic of the speech, decisions made (without details of the discussion).

The decision on what form of protocol to keep at the meeting is made by the head of the collegiate body or the head of the organization.

At its core, the protocol is a summary of the meeting. It can become the basis for discussing issues raised at the next meeting. From this document, those absent from the meeting will be able to draw valuable information (they may be responsible executors who were not invited to the discussion). Therefore, when drawing up a protocol, it is necessary to include the following points:

date and time of the workshop;
participants;
the agenda and its execution;
decisions made;
intended actions;
responsible executors;
period of execution.

The minutes are kept during the meeting by the secretary, who takes notes (stenographs) or records the speeches of the meeting participants on a dictaphone. The main professional quality of a secretary should be the ability to listen, which is currently an underestimated quality. Most people in a meeting very often start talking at the same time. Of all the words that we use, only a small part carries objective information that is worth recording in a document. Many people frame their thoughts with words that express how they feel about the audience or how they feel about the group. To extract the essence from such a verbal stream requires a significant concentration of attention, as well as knowledge of the main business processes of the organization. We will give a number of recommendations to those who record:

perceive facts and ideas, not just words;
listen to words about actions: performed, expected or approved;
note the words that would speak of possible changes;
do not hesitate to ask those present if you do not catch or understand the decision made during the active discussion or the upcoming action;
before moving on to the next point of discussion, summarize the previous one. At the same time, as a rule, the chairman asks to read aloud the draft decision and, if necessary, makes adjustments to it (it should be noted that if a working group was created for the meeting, then it is she who should prepare the draft decision), and the task of the secretary includes only fixing the adopted decision in the draft protocol.

The design of the protocol has a number of features. If it lasted several days, then a dash indicates the start and end dates of the meeting. The protocol number is serial number meetings of the collegial body since the beginning of the year.

Protocol signs chairman and secretary. On particularly important occasions, speakers should endorse protocol, visas are affixed on the left margin of the document, at the level of recording the performance.
The materials submitted for consideration are attached to the protocol: certificates, reports, projects, etc., which are drawn up as annexes.

As a rule, the time allotted for the preparation of the protocol depends on the type of meeting and should be fixed in the local regulations of the enterprise. Usually the minutes are finalized within a few hours after the meeting or the next day, while the memory of the discussion of the secretary, chairman and all those present is fresh.

All participants of the meeting must be sent a copy of the minutes, and to responsible executors on specific issues who were not present at the meeting, an extract from the minutes, which would include only the information necessary for the execution of the order. Sample issuance of an extract from the minutes of the production meeting is given in Example 5. The timing of distribution of a copy of the minutes to the meeting participants or an extract from the minutes should be determined in the local regulations of the enterprise.

Usually, copy of the protocol is done by making a photocopy of the original protocol signed by the chairman and secretary of the meeting. In this case, in the upper right corner of the document is placed stamp "COPY", and not “CORRECT COPY”, as is done in many organizations, and at the end of the protocol a certification note is made in accordance with GOST R6.30-2003: when certifying a copy of a document, a certification inscription is affixed below the “Signature” attribute "Correct", the position of the person who certified the copy, his personal signature and full name (initials, surname), date of certification(see Example 6). At the same time, the person having the right to certify copies of the protocols must be endowed with such powers by local regulations enterprises, for example, this can be reflected in the Office Work Instructions.

A copy of the protocol (as well as an extract from the protocol) is allowed certify with a seal organization at its discretion. But, as a rule, copies of documents (on extracts) used within the organization are not stamped. Therefore, in our Examples 5 and 6 it is not.

If you are making a copy of a multi-page protocol, then the photocopied sheets of the document must first be stitched, and in this case a certification inscription is made on the back of the last sheet of the document. In practice, multi-page copies used only within an organization are not flashed.

Control is time-bound and substantive. Responsibility for time control rests with the records management service, and control is essentially carried out by the immediate supervisor. At the next meeting, employees can be informed about the implementation of the decisions of the previous meeting.

In accordance with Art. 5 of the List of standard management documents generated in the activities of organizations (2000), the following are established protocol storage periods :

protocols of the collegial executive body of the organization (board, council, directorate, board, etc.) - constantly;
protocols of scientific, expert, methodological, advisory bodies of the organization (committees, commissions, councils, etc.) - constantly;
minutes of meetings with the head of the organization - constantly;
minutes of meetings of labor collectives of the organization - constantly;
meeting minutes structural divisions organizations - 5 years of EPC;
protocols general meetings shareholders, shareholders - constantly.

Most of the protocols are permanent term storage, which determines the importance of working with this type of document in the enterprise. Therefore, it is important not only archival storage, but also the organization of operational storage of protocols at the enterprise in accordance with the approved nomenclature of cases.

Electronic document management and meetings: what do they have in common?

Enterprises increasingly feel the need for effective management. The introduction of electronic document management systems (EDMS) is aimed at this. We draw your attention to the fact that in many EDMS there is a module designed to automate the workflow that accompanies the meetings of collegiate management bodies. He is able to effectively solve the following tasks:

planning and preparing meetings;
providing the manager with convenient tools for analyzing previous meetings;
control over the execution of decisions taken as a result of the meeting.

In one form or another (depending on the specific software) the following functions can be implemented:

formation of the draft agenda;
sending messages to the executors responsible for the preparation of draft decisions;
obtaining draft decisions and certificates from responsible executors;
formation of a package of documents for the meeting;
distribution of a package of documents to the participants of the meeting;
distribution of invitations, agendas;
formation of the minutes of the meeting;
monitoring the implementation of decisions of the meetings.

If a full-fledged block for automating the control over the execution of instructions is implemented in the EDMS, then it allows you to generate the necessary reporting. As a rule, you can make selections on:

F.I. O. the leader who gave the order;
F.I. O. responsible executor;
deadline for the execution of orders;
overdue orders.

Proper use of EDMS is designed to facilitate our work and free up time for solving problems that machines are not yet able to cope with.

* * *

Considering that CEO large enterprise averages 17 hours a week Executive Director- 23 hours, and the middle manager - 11 hours a week to participate in meetings, the effectiveness of their meetings can free up a lot of useful time and energy. And your contribution to this noble cause can be significant!

One of the sacred duties of a secretary is to prepare meetings, meetings and meetings that are initiated by leaders different levels. In most cases, the secretary also keeps minutes of such events. In this article, we will tell you how to make these processes more efficient.

To start talking about the protocol, first of all, we need to dwell on the preparation of meetings. Before such an event, it is important to think over the agenda, determine the composition of the participants, read the reports of all speakers and other materials. All this will require additional efforts, but as a result, keeping the protocol will be much easier.

HOW TO SAVE TIME?

According to various studies, from 10 to 50% of the working time of the head of the organization and other employees can be spent on meetings. To save time, meeting initiators, hosts, and participants should keep the following rules in mind:

Discuss at the meeting only issues that cannot be resolved in the working order.

Limit the number of meeting participants. It is directly proportional to the duration of the event. If a meeting with 5 people is 1 hour long, then with 10 or more participants, it is likely to last 2 hours or more.

Prepare information materials for the meeting in advance. Calculations, analytical reports, tables, graphs, summaries, photo and video materials, presentations, product samples, expert opinions must be provided by specialized specialists. But the secretary of the meeting is obliged to check the readiness of the materials. Therefore, a day or two before the event should:

a) with the help of responsible persons who will make presentations, draw up a list of all information materials;

b) receive from responsible persons materials made in in electronic format(for example, presentations, explanatory notes etc.);

c) receive printed abstracts and texts of reports from responsible persons.

For each issue, appoint one responsible employee, even when a group of people must execute the order.

Don't waste time exposing the guilty. remember, that the main task each meeting to discuss the agenda and take decisions on it.

AGENDA

This is a list of issues that are planned to be discussed at the meeting. They are determined by the chairman of the meeting. However, the secretary may also be involved in this process.

Use the following guidelines when setting the agenda:

Divide meeting topics that are too broad into several subtopics. Responsible persons may hold preparatory meetings for each sub-theme, if necessary.

For example, a meeting scheduled for the end of the month on the topic “On the implementation of planned indicators by the main production shops” should be preceded by a series of small meetings in the shops: “On the implementation of the plan by the foundry”, “On the implementation of the plan by the blank shop”, “On the implementation of the plan by the machine shop”, "On the implementation of the plan by the assembly shop." Or a meeting on the topic “On the implementation of an ERP system in an enterprise” should be preceded by several meetings: “On the problems of introducing an ERP system in production”, “On ensuring communication between the ERP system and 1C in accounting”, “On technical support ERP systems and data transfer”, etc.

Put on the agenda issues of equal importance, united by a common theme. For example, providing transport, the order of delivery to the warehouse, shipment and export finished products from the premises of the enterprise.

A broader range of interrelated issues could also be placed on the agenda. For example, they may include:

Acquisition of a new production line;

Technological preparation of production;

Making changes to the design and technological documentation in connection with the acquisition of new equipment;

Modernization of production buildings and development of machine bindings;

Logistics support of production.

At the same time, the reconstruction of the factory entrance or the organization of electronic payments for passes in the factory canteen is clearly not worth discussing at this meeting.

It is clear that the secretary cannot always influence the content of the agenda. The meeting is brought together by the leader, who also outlines the range of issues. And if the manager includes on the agenda of one meeting the purchase of a new production line for the production of castings and the organization of a spring subbotnik to clean up the territory, then it may not be possible to convince him. But for our part, we can offer to bring the discussion of the organization of the subbotnik to another meeting, for example, by combining it with the issue of painting the facade of the building or holding celebrations on the occasion of the organization's birthday.

Make the agenda only of those issues that are within the competence and area of responsibility of the meeting participants. For example, it would be useless to discuss supply issues in the absence of the head of supply.
Limit the number of topics and agenda items. They should be as many as can be effectively discussed and resolved within the allotted time period. For example, for 1 hour of the meeting, you can discuss from 1 to 5 issues, depending on the scale of the topics discussed and the quality of the preparation of the meeting.
Include in the agenda a report on tasks and assignments given at the last meeting if the meetings are merged common theme and composition of participants. Be prepared for the fact that, even if such an item is not on the agenda, the chairman can, with his authority, introduce it. Therefore, it is better to print out the list of instructions in advance - the chairman, the responsible person and the secretary should have it.

MEETING PARTICIPANTS

General requirements for the participants of the event:

Competence and interest in the issues on the agenda;

A high enough position to make decisions and give instructions to subordinates following the results of the meeting.

The list of participants during the event may change. If there are topics on the agenda that affect all participants in the meeting, and issues that apply only to some of them, then general issues should be discussed first. At the end of this part of the meeting, employees who are not involved in further discussion can be released.

How to notify everyone

Inform all meeting participants about the date, time, place of its holding, topic of the event.

You can report a meeting by phone call, SMS message, email (with delivery and read notification), personal bypass.

If one of the participants is not at the workplace for various reasons ( annual vacation, temporary disability, business trip, etc.), it is necessary to find out the reason for the absence and remind the employee who replaces the absent person according to the replacement scheme that he must be present at the meeting.

It will also be useful to add a tooltip to the calendar on your computer, such as "remind the deputy that he must be present at the planning meeting."

Information about who and when was warned about the meeting can be entered in a table (Example 1).

EXAMPLE 1

Notifying meeting participants

The meeting will take place on 06/24/2017 at 11:00 am in the Procurement Director's office.

Topic: Conclusion of contracts with suppliers for the second half of 2017.

Seating arrangements for meeting participants

Be sure to prepare a seating chart for the meeting if there will be:

Senior officials (cities, regions, territories, republics, federations);

Owners of transnational corporations and holdings, etc.;

Representatives of partner organizations.

The secretary, if possible, is given a seat at a separate table next to the chairman's table (Example 2).

Example 2

Seating chart

Name cards

On the tables opposite the corresponding places, it is necessary to place name cards with the position and (or) full name. each participant. The simplest option is a sheet of paper folded into a "house" (Fig. 1)

Rice. one. Meeting attendee name card

Badges

In particularly critical cases, it is necessary to prepare badges (breastplates), which should indicate:

FULL NAME. participants;

their positions;

The name of the organization that each participant represents;

The locality where the specified organization is located.

The badge may also include:

The logo of the organization that the participant represents;

Logo (emblem) of the event (meetings, conferences, etc.).

You can use badges with a string or clothespin. They are sold in stationery and office supply stores.

You can develop inserts with text on your own, then print them out on a printer, cut them with scissors and put them in badges (Fig. 2).

Rice. 2. Badge insert designed by yourself

If enough funds are allocated for preparation, insert cards can be ordered from an organization that provides printing services. And for ordinary internal meetings, badges are not needed at all.

DURATION OF THE MEETING

On the different kinds meetings have varying amounts of time. For example, a morning meeting might take about half an hour, while an inter-regional meeting on a specific issue could take the whole day.

The duration of the meeting should be planned in advance. All participants must know the start and end times of the event. This will help you work quickly and efficiently so as not to stay up late.

breaks

If the duration of the meeting exceeds an astronomical hour (60 minutes), then it is necessary to take breaks every academic hour (45 minutes).

At particularly long events, pauses may be provided, during which participants are offered snacks (sandwiches, fruits, sweets) and drinks (tea, coffee, juices, mineral water, etc.).

When the level of the meeting is low, and there is a cooler, a coffee machine and disposable tableware for office visitors near the meeting room, the meeting participants will be able to pour themselves coffee, tea or water.

Bottles with water and glasses can be placed in advance on the tables at which the participants of the meeting are sitting - then they will be able to quench their thirst not only during the break, but at any time. It is better not to put food on the tables. It will be embarrassing if one of the participants drops on business papers sandwich or spilled coffee.

It is better to set the table with snacks and drinks in separate room. This is usually done by the secretary, but only if he does not keep minutes. When the secretary is unable to leave the room during a meeting, another member of staff assigned to take the break should arrange the break. Or, alternatively, the secretary prepares everything for coffee breaks before the meeting. At extended meetings, assistants are usually indispensable.

Time frame

The duration of the event should be regulated. The chairman of the meeting monitors compliance with this rule.

When scheduling the meeting, be sure to take into account the time required for each speaker to speak and discuss each issue.

Check with the chairman for the timetable for each speech.

Schedule breaks if necessary.

Add up all the time periods on the calculator and add to the amount received

How long the meeting may take should be communicated to the chairperson. If he agrees with this figure, the regulations should be brought to the attention of all participants, if not, they will have to make adjustments and report back to the chairman.

After agreement, the agenda with time restrictions is sent to all meeting participants (Example 3).

EXAMPLE 3

Agenda with time constraints

MEETING MINUTES: 5 BASIC STEPS

Protocol document both the activities of permanent collegiate bodies (commissions, committees, councils, etc.) and temporary collegiate bodies - various meetings, meetings, seminars and conferences.

There are the following types of protocols:

. Brief Protocol- a document in which the full name is fixed. and positions of the participants of the meeting, its topic, main issues, summary reports, decisions taken, a list of tasks for each responsible person. Such a protocol, as a rule, is kept at operational meetings.

. Complete Protocol, in addition to all of the above, includes detailed records of all speeches, opinions, amendments and other nuances of the discussion. This document allows you to restore a detailed picture of the meeting.

The form of keeping minutes is chosen by the chairman of the meeting or the head of the enterprise.

The texts of speeches and other materials that are prepared for the meeting are drawn up in the form of applications. They must be referenced in the text of the protocol.

The secretary is responsible for how correctly and completely the course of the meeting is recorded. This responsibility cannot be underestimated, since the protocol is the only document that reflects all speeches, discussions, comments and decisions that must be implemented. During the meeting, its participants may not hear something, they may not have time to write it down. This will be easy to restore by referring to the protocol.

Step 1: prepare the workplace

To make it easier to take minutes, before the meeting starts:

. Choose your seat in the hall where the event will take place. It should be visible to all participants in the face, the speeches of the chairman, speakers and “remarks from the audience” are clearly audible (see the seating chart in Example 2).

. Put on your table a list of meeting participants with full names. and positions, as well as a seating chart. Before the start of the meeting, it would be useful to carefully study who is sitting where, and then look into the diagram as needed.

. Stock up on stationery. Take 2-3 pens, 2 pencils, 2 erasers with you.

. Check if office equipment and other appliances are working: clock, voice recorder, video camera (if available). Don't forget the power cord and spare batteries or accumulators.

Before the meeting, brush up on the main points of all reports.

Step 2: fix the progress of the meeting

In addition to the materials prepared for the meeting (texts of reports, speeches, references, draft decisions, agenda, lists of participants, etc.), the protocol is compiled on the basis of sound recording, video recording, transcripts or draft handwritten notes that are kept during the meeting.

How to keep draft notes?

1. Prepare sheets for draft protocol- their number depends on the scope of the agenda. On the first sheet, write the date of the meeting, its topic, protocol number, list of participants, agenda (Example 4).

EXAMPLE 4

Draft minutes of the meeting. Sheet number 1

Write the questions for discussion on separate blank sheets, leaving enough space for notes:

Sheet number 2: "On the status of work on the conclusion of contracts for the supply of non-ferrous and ferrous metal." Prokhorov's report P.D.;

Sheet number 3

Sheet number 4: "On the transport supply of supplies." Report of Medvedev V.Yu.;

Sheet number 5: ... (to be completed during the meeting);

Sheet number 6: "On the status of settlements under concluded and executed contracts for the purchase of raw materials and materials." Report by Fomina K.D.;

Sheet number 7: ... (to be completed during the meeting);

Sheet number 8: "On the conclusion of agreements with Amethyst LLC on the supply of steel and alloys to OAO ESPZ". Telegin's proposals I.I.;

Sheet number 9: … (to be completed during the meeting).

2. Check if all meeting participants are present. Cross out those who are absent in the draft protocol with a pencil - they may be late. Find out the reasons for non-attendance and lateness after the meeting.

The time of arrival of those who are late, fix directly in the text of the protocol in brackets:

In this case, it will be known exactly which of those present and what exactly missed during the meeting.

3. Fill in the item "HEARD". On the first sheet of the draft and on the sheets with the corresponding titles of the reports, consistently record the full name. and positions of speakers, topics of speeches and their summary. You need to fix only basic information: dates, figures, facts. Subsequently, check the notes with the provided texts of speeches (abstracts). If you find discrepancies, report them to the chair of the meeting.

4. Enter the item "SPEECHED"(if necessary). This paragraph is filled in when the course of the speakers' speech is interrupted by comments, questions and objections from other participants. in full protocol each such remark should be recorded immediately, especially if it is accompanied by the phrase: "Please enter it in the minutes." For example:

The fact is that any statement can change the course of the meeting, and subsequently it may be necessary to highlight the moment when and in connection with what this happened.

In a short protocol

Initial acceptance and verification of the Investment Application from the Investment Initiator is carried out by the Department investment activity in accordance with the provisions of the Regulations for the interaction of participants in the investment process for the formation investment program OJSC "XXX"
After checking the Investment Application and agreeing it with the Department economic forecasting and Strategic Development Department of Investment Activity sends the Investment Application to the Secretary of the Expert Council or the Head of the Working Group.
As Investment applications are received, the Head of the Working Group, together with the Secretary of the Expert Council, includes new applications in the schedule of meetings of the Working Group and forms the agenda for the next meeting.
The date of the next meeting of the Working Group is determined by the Head of the Working Group in accordance with the schedule of meetings of the Working Group. The initiator of investments is notified of the date of the meeting of the Working Group, the agenda of which includes his application, at least 5 working days in advance.
Investment applications and attached materials are sent to the members of the Working Group no later than 3 working days before the meeting.
At the next meeting, the members of the Working Group consider the Investment applications included in the agenda and evaluate the feasibility of developing and implementing the proposed projects, based on the effectiveness of the applied technical solutions and the forecast of the necessary costs.
Consideration of applications can be carried out both on the basis of the submitted documents without personal participation in the meeting of the Investment Initiator, and in full-time with the invitation of the Initiator and representatives of the involved structural divisions of the Company. At the initiative of the Initiator of Investments, at a meeting of the Working Group, his report may be heard, revealing the details of the technical solutions implemented during the implementation of the project.
Based on the results of consideration of the Investment Application, the Working Group decides to accept, reject or finalize the application. In the case of a positive decision, the Working Group, if necessary, recommends the candidacy of a technical consultant for the detailed development of one or more options. technical solution project implementation. If Investment project does not imply a significant technical component and is recognized as appropriate in terms of the tasks set, the Working Group recommends that the Investment Activity Department submit the Investment Application to the Expert Council without additional development.
If the Working Group makes a decision to reject the Investment Application or send it for revision, the minutes of the meeting shall include a description of the reasons for making such a decision.
The minutes of the meeting of the Working Group are brought to the attention of the Investment Initiator and the Department of Investment Activities within three working days from the date of signing the minutes.