Assessment and analysis of personnel costs of an organization is becoming increasingly important in modern conditions, determining, along with other indicators, the competitiveness of an economic entity. However, the calculation of personnel costs can not be performed based only on the data of traditional accounting for Russian organizations, which determines the relevance of the topic of the proposed work. The purpose of this work is to evaluate and analyze the organization’s adaptation costs for employees such as the client Department Manager. As a result of evaluating the productive and unproductive costs of adapting a client Department Manager, it was found that their assessment is possible on the basis of certain assumptions, unproductive adaptation costs exceed productive ones, which does not allow them to be ignored, and the total adaptation costs of one Manager are about 70,000 rubles, which gives an idea of the amount of personnel costs for all management functions. The expediency of accounting for personnel costs for each organization is justified.

Within the framework of this article, the essence of the concepts of «motivation» and «labor motivation» is revealed; analyzed the possibility of using these concepts in relation to the subject-recipient of telecommunication services and those who provide these services; the relationship has been established between the motives of consumers of telecommunications services and employees of telecommunications enterprises, these services are provided; put forward a hypothesis about dual content and balancing motives between the subjects of the motivation system.

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