These are your active actions to achieve success in your professional activities. It is closely related to professional growth and mastery. This is not only the goal itself, but the movement towards this goal. A successful career turns out to be in the case when a person not only knows in advance what he wants, but also why he needs it, what he will do when he achieves his goal.
Planning professional path- this is the process of creating a phased achievement of the goal, taking into account the "human factor" (i.e., the patterns of human development, mental characteristics, etc.). Before planning a professional career, it is necessary to find out the attitude of a person towards it, the general emotional mood, what you put into the concept of a career, because it is difficult, and perhaps impossible, to strive for a goal that you don’t know what to call it. It is also important to know what your level of motivation is. The level of motivation for activity depends on the motivation of a person to perform labor tasks by activating it. volitional sphere. Moral control, abilities, inclinations, external situation, etc. can act as psychological factors involved in a specific motivational process and determining decision-making. It often happens that a person starts specific actions without having the motivation to achieve success.
A professional career is characterized by the fact that a person goes through various stages of development in his working life: choosing a professional path, training, entering a job, professional growth, supporting individual professional abilities, etc. It is important to remember that a career does not begin at the moment of appointment to which -either a position, but at the moment of choosing an area in which you can apply your abilities. The key to a successful career is right choice professions. The solution to this problem is based on the consideration of several factors.
Factor 1
You need to know well the world of professions and the requirements that apply to a person performing this or that job. Clarify for yourself the formula of the chosen profession, taking into account possible backup options.
Factor 2
It is necessary to correctly determine your interests and inclinations, assess your capabilities, state of health, abilities and compliance with the requirements of the chosen profession.
Factor 3
It is necessary to study the state of the labor market, its needs and regional characteristics.
Factor 4
It is necessary to proceed from real opportunities for education, retraining and advanced training.
Having done all this, you will be able to select for yourself several professions that interest you, and among them - find your only one, outline your professional route, and choose an individual way to achieve your goal.
Horizontal and vertical career
Distinguish horizontal career is growth professional excellence. It can develop in two directions: deepening and expansion. In the first option, you will try to master more complex forms of work, and as a result, you will be able to perform operations that other specialists cannot do. At the same time, you will be respected and valued by management and colleagues at work. If you expand your professional opportunities, you can master related professions, which will give you independence from others and versatility in performing work. This path is also welcomed by management and colleagues.
In addition to horizontal, there vertical career or administrative- this is growth in position and is associated with the ability to organize work. The qualities that define career success in professions is:
- education;
- systematic and analytical thinking, the ability to predict the development of a situation, to anticipate the result of a decision, the ability to think on a large scale and realistically at the same time;
- communication skills, effective interpersonal skills, insight, ability to provide psychological impact and influence on other people;
- high level self-regulation, the ability to manage one's condition, the development of self-control, stress resistance;
- business orientation; activity, perseverance and purposefulness, focus on decision-making, the ability to solve non-standard problems and tasks, the desire for continuous improvement of professionalism;
- realistic perception of one's capabilities and abilities, high self-esteem (real perception of oneself, without self-abasement).
Steps to build a professional career
Planning professional career - continuous process lasting throughout your professional life. What steps do you need to take to build your career?
First step is a conscious and independent choice of a profession, which requires you to continuously work hard, creatively search for yourself, know your individual capabilities, your vocation and your limits.
Second step- Thinking through and drawing up (on your own or with the help of specialists) a personal professional and life plan, taking into account your abilities and possible obstacles, and working out backup options in case of failure.
Third step- you receive vocational education which has a great influence on the success of self-realization, career success, obtaining public recognition, developing one's abilities, in achieving material well-being etc. In addition, in the modern world, professional knowledge and skills become obsolete extremely quickly. Today, the demand for readiness and ability for retraining and advanced training sounds more and more insistently. Without this condition, it is impossible not only to advance, but sometimes even simply to stay in one's place.
Fourth step is the ability to find and get a job. It is important to have:
- positive attitude towards employment;
- the ability to effectively search and find information about jobs;
- the ability to competently draw up the documents necessary for job search and employment, the ability to correctly compose a resume;
- the ability to provide information about yourself by phone so that you want to meet and get to know you better;
- the ability to build a conversation with a potential employer so that he wants to hire you, offer decent working conditions and pay.
Career- this is the process of a person's professional growth, the growth of his influence, power, authority, status in the environment, expressed in his advancement through the hierarchy, qualification ladder, remuneration, prestige.
business career- progressive advancement of the individual in any field of activity, change in skills, abilities, qualifications and remuneration associated with the activity; moving forward along the once chosen path of activity, achieving fame, fame, enrichment.
Career formation is influenced by two groups of conditions: objective - not dependent on a person, and subjective.
Career goals manifest themselves in the reason why a person would like to have a specific job, to occupy a certain step on the hierarchical ladder of positions. Career goals change with age, with the growth of qualifications, etc.
Career planning distinguishes three types of goals: personal, subject and instrumental.
Some career goals:
Engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;
Get a job or position that meets self-esteem, in an area whose natural conditions favorably affect the state of health and allow you to organize a good rest;
To occupy a position that enhances opportunities and develops them;
Have a job or position that is creative in nature;
To work in a profession or hold a position that allows you to achieve a certain degree of independence;
Have a job or position that pays well or allows you to simultaneously receive large side incomes;
Have a job or position that allows you to continue active learning;
Have a job or position that simultaneously allows you to take care of raising children or housework.
Career types:
1. Career intraorganizational means that a particular employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, support and development of individual professional abilities, retirement. A particular employee goes through these stages sequentially within the walls of one organization.
2. Interorganizational career. Unlike the previous one, the employee goes through all stages sequentially, working in various positions in different organizations.
These two types can be specialized and non-specialized.
3. Specialized career. A particular employee can go through the career stages sequentially both in one and in different organizations, but within the same profession and field of activity in which he specializes.
4. Non-specialized career. All stages are passed within the framework of various professions both in one and in different organizations. An example is Japan: a manager should work as a specialist in any area of the company, and not in any particular function, should be able to look at the company from different angles without staying in a position for more than 3 years.
5. Career is vertical. Rise to a higher level of the structural hierarchy (promotion, which is accompanied by a higher level of remuneration).
6. Career is horizontal. Either moving to another functional area of activity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, the head of a temporary group); a horizontal career can also include the expansion or complication of tasks at the previous stage.
7. Career step - a type of career that combines elements of horizontal and vertical types of career. The promotion of an employee can be carried out by alternating vertical growth with horizontal, which gives a significant effect. This form can take both intraorganizational and interorganizational forms.
8. Hidden career- the type of career that is the least obvious to others. It is available to a limited circle of employees, usually with extensive business connections outside the organization. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings inaccessible to other employees.
In the process of implementing a career, it is important to ensure the interaction of all types of careers. Practice has shown that employees often do not know their prospects in this team. This indicates a poor organization of work with personnel, a lack of planning and career control in the organization.
Business career planning and control are that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.
This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, the strategy and plans for its development, which is expressed in the preparation of a program for professional and job growth.
The list of professional and official positions in the organization (and outside it), which fixes the optimal development of a professional to occupy a certain position in the organization, is career chart- a formalized idea of what path a specialist must go in order to obtain the necessary knowledge and acquire the necessary skills to work effectively in a particular place.
Career planning in an organization can be handled by the HR manager, the employee himself, his immediate supervisor (line manager).
Employee: Primary orientation and choice of profession, choice of organization and position, orientation in the organization, assessment of prospects and design of growth, implementation of growth.
HR manager: Evaluation at the time of hiring, Determination on workplace, Evaluation of the work and potential of employees, Selection for the reserve, Additional training, Work programs with the reserve, Promotion, New planning cycle.
Direct supervisor (line manager)- Performance appraisal, Motivation appraisal, Professional development organization, Incentive proposals, Growth proposals
the main task career planning and development is to ensure the interaction of professional and intraorganizational careers.
business managementcareer- this is a set of measures carried out by the personnel department of organizations for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as based on the goals, needs, capabilities and socio-economic conditions of the organization . Everyone is also involved in managing their business career. individual worker. To effectively manage your career, you need to make personal plans.
There are several stages of career planning management.
1. Training of a new employee, based on the planning and development of his career.
2. Development of a career development plan - identify needs, designate positions that you would like to take, which correlates with the capabilities of the company.
3. Implementation of a career development plan.
4. Evaluation achieved result and updating the plan, usually once a year.
The personnel career management mechanism is a set of means of influence and personnel technologies that ensure the management of the professional experience of personnel in an organization and the implementation of its career strategy.
To effectively manage your business career, you need to make personal plans. The Personal Career Life Plan has three main sections:
life situation assessment
setting personal career goals
private goals and action plans.
Within the framework of the personnel management system, a block is formed business career management functions who perform: management, personnel management service, heads of functional units, consulting centers, trade union committees.
Service professional promotion- a series of progressive vertical and horizontal movements in various positions, contributing to the development of the organization and personality (positions, jobs, positions in the team).
system of service and professional promotion - a set of means and methods of official promotion of personnel used in various organizations. There are two types of job promotion: promotion of a specialist and promotion of a manager (functional and line managers).
When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also pursues specific goals, the hired person needs to be able to realistically assess his business qualities. A person must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.
Career planning consists in determining the goals of the employee's professional development and the ways leading to their achievement. The implementation of a career development plan presupposes, on the one hand, the professional development of an employee, i.e. the acquisition of the qualifications required to occupy the desired position, and on the other hand, the consistent employment of positions in which work experience is necessary for success in the target position.
Career development refers to the actions that an employee takes to implement his plan and professional advancement. Career development planning and management requires from the employee and from the organization (if it supports this process) certain additional (compared to routine professional activities) efforts, but at the same time provides a number of advantages, both to the employee himself and to the organization in which he works. For an employee, this means:
- - a potentially higher degree of job satisfaction in an organization that provides him with opportunities for professional growth and a better standard of living;
- - a clearer vision of professional personal prospects and the ability to plan other aspects of one's own life;
- - the possibility of purposeful preparation for future professional activity;
- - Increasing competitiveness in the labor market.
The organization receives the following benefits:
- - motivated and loyal employees linking their professional activity with this organization, which increases labor productivity and reduces labor turnover;
- - the ability to plan the professional development of employees and the entire organization, taking into account their personal interests;
- - career development plans for individual employees as an important source for determining training needs;
- - a group of people interested in professional growth trained, motivated employees for promotion to key positions.
The realization of these and other benefits has prompted the management of many organizations to create formal systems for managing the career development of their employees. One of the most common models for managing this process has been the career planning and development partnership model.
Partnership involves the cooperation of three parties - the employee, his manager and the professional development department ( personnel service). The employee is responsible for planning and developing his own career, or, in the language modern management, is the owner of this process. The manager acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages resources, manages the distribution of working time, and certifies the employee.
The main task of planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely:
- - achieving the relationship between the goal setting of the organization and the individual employee;
- - ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations;
- - ensuring the openness of the career management process;
- - elimination of "career dead ends", in which there are practically no opportunities for the development of an employee;
- - improving the quality of the career planning process;
- - formation of visual and perceived criteria for career growth used in specific career decisions;
- - studying career potential employees;
- - providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;
- - determination of career paths, the use of which could satisfy the quantitative and qualitative need for personnel at the right time and in the right place.
The Human Resources Department plays the role of a professional consultant and at the same time general management career development process in the organization.
The implementation of a career development plan depends primarily on the employee himself. In this case, it is necessary to keep in mind the whole set of conditions that make this possible:
- - results of work in the position held. Successful performance of official duties is the most important prerequisite for promotion. Cases of promotion of employees who do not cope with their duties (even with great potential) are extremely rare;
- - professional and personal development. The employee must not only use all available means of professional development, but also demonstrate newly acquired skills, knowledge and experience;
- - effective partnership with the head. The implementation of the career development plan to a large extent depends on the manager, who formally and informally evaluates the work of the employee in his position and his potential, is the most important channel of communication between the employee and the top management of the organization, who makes decisions about promotion, has the resources necessary for the development of the employee;
- - prominent position in the organization. To advance in the organizational hierarchy, it is necessary that management is aware of the existence of an employee, his achievements and opportunities. You can express yourself with the help of professional achievements, successful speeches, reports, reports, participation in the work of creative teams, public events. It is extremely important in this case successful partnership with the department of professional development, the positive opinion of the employees of which about the potential of the employee is a necessary condition for the progressive development of his career.
The most important component of the career development management process is the assessment of the progress achieved, in which all three parties participate: employee, manager, department vocational training. Evaluation is carried out periodically, usually once a year (often in conjunction with an employee appraisal, although in Lately many organizations tend to share these events), during a meeting between the employee and the manager, and then confirmed by the professional development department. Not only progress in the implementation of the plan is assessed, but also the realism of the plan itself in the light of the events that have occurred over the past year, the effectiveness of its support from the head and the organization as a whole. The result of the discussion is an adjusted career development plan.
An intra-organizational career is formed within the framework of one management system (ministries, departments, organizations). In the system of the Ministry of Internal Affairs of Russia (as in any other social system) intra-organizational career can develop in three ways in full accordance with the social expectation of the employee. These ways are:
"Vertical" promotion corresponds to a consistent rise to a higher position within the same structure. For example: investigator - senior investigator - deputy head of the investigation department, etc.
"Horizontal" promotion corresponds to moving to an equal position in a related field of activity. For example: senior district police officer - senior inspector of the juvenile affairs unit - senior inspector of inquiry, etc.
3. "Centripetal" promotion corresponds to the sequential passage of service from peripheral to central authorities management. This direction is associated, as a rule, with a gradual increase in organizational skills, for example, from a position in a police department to a position in the Main Directorate of Internal Affairs and the Ministry of Internal Affairs.
This or that way of forming a business career of an employee of the internal affairs body implies the establishment of a certain correspondence between the individual goals of the employee (guideline goals) and the goals personnel policy in the internal affairs system.
Career development management is a complex, resource-intensive process. Unfortunately, the presence of this process in itself does not guarantee the realization of professional ambitions for all employees of the organization. However, its absence causes employee dissatisfaction, increased staff turnover, and also limits the ability of the organization to effectively fill vacant positions.
Practical task:
- 1. Give general characteristics personnel management systems of a particular organization.
- 2. Evaluate the performance of the personnel of a particular organization.
Answer #1:
1 The personnel management system of CJSC "Murom" includes a wide range of management functions from recruitment to dismissal of personnel: recruitment, selection and admission of personnel; business appraisal personnel; career guidance and labor adaptation; motivation labor activity personnel and their use; organization of labor; conflict management and personnel security; training, advanced training and retraining of personnel; control social development personnel; release of staff.
CJSC "Murom" has an organizational and production structure of a linear-functional type (Appendix 1), corresponding to the needs of the technological cycle of production. All departments (divisions) of the enterprise are functionally interconnected.
The highest level of the organizational structure of management of CJSC "Murom" is occupied by managers ( CEO, Deputy General Director for Quality and Production Preparation, Deputy General Director for Sales, Deputy General Director for Regime and Economic Security, Deputy General Director for Human Resources, financial director, Quality Director, Head of Plywood Production, Head of Chipboard Production, Chief Engineer), performing the functions of strategic analysis and planning of the enterprise. They are endowed with maximum powers and the greatest responsibility. The content of their work includes: audit, diagnostics and optimization of financial processes; prompt preparation of decisions on the management of production and enterprise obligations, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.
The middle level is occupied by mid-level specialists ( Chief Power Engineer, chief accountant, quality control department, quality service, personnel department, legal department, head of civil defense and emergency situations). Their main role is to coordinate and comply with the established procedures to ensure the achievement of indicators of the production and economic activities of CJSC "Murom". They are required to have professional knowledge in their field of activity, possession computer technology, theoretical training on the basics of enterprise economics, management and law. At the same time, many production situations pose fundamentally new tasks, the solution of which requires the skills of a creative approach to the situation and entrepreneurial intuition.
The lowest level is staff labor functions which are strictly regulated, freedom of choice is maximally limited normative documents. These are technical staff and workers of plywood production. They are required to strictly comply with the rules and regulations, follow the requirements of job descriptions. Their work basically does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies there is always a place for the initiative of the performers. career
There is virtually no personnel planning in the organization. The staffing and wage funds are approved annually based on production program CJSC "Murom", which is formed according to the portfolio of orders.
The selection of personnel is carried out both from external and from internal sources. External sources- these are recruitment agencies, employment centers, announcements in the media about their needs for specialists. In addition, the management invites people already working in the company to recommend their relatives and friends. This method is not only cheap, but also allows employees to participate in solving the problems of the enterprise. When selecting personnel great attention is given to the availability of special training and work experience for employees in the field of woodworking production. The selection is made according to the work book of the candidate. The requirement of recommendations, characteristics from the previous place of work, the collection of information about candidates is not practiced. Each position (profession) of the staffing table has a corresponding job description corresponding to ETKS.
Adaptation of personnel at the workplace is a necessary link in the management system of CJSC "Murom". After getting acquainted with the enterprise, employees entering the position of plywood production workers undergo pre-production training, after which employees who do not have such work experience take on the position of apprentice, while more experienced employees directly proceed to their official duties. This stage lasts throughout probationary period when an employee learns the skills necessary for further work, which is carried out under the guidance of a mentor assigned to him.
Upon its completion, the tasks, duties performed by the employee during the trial period, as well as the achievements of the employee that he completed in addition to the previously planned tasks, are noted in the "Checklist of the probationary period", respectively. Based on the assessment of these documents, a decision is made to continue cooperation with the employee. As a rule, all applicants for a position go through a probationary period, after which they conclude an agreement on permanent employment with CJSC "Mur" and begin to directly fulfill their official duties.
The management of CJSC "Murom" purposefully takes measures to increase the satisfaction of personnel with work at the enterprise, using various methods of motivating the work of employees - material incentives, provision of social benefits, rewards for success and achievement. According to the dynamics of the average wages the increase in average wages in 2006 to 2005 was 8.4%, in 2007 to 2006 - 31%, in 2008 to 2007 - 16.5%, in 2009 to 2008 city - 7.4%. In October 2010, the average salary for the enterprise amounted to 13,751 rubles. The level of the average salary of industrial and production personnel in 2009 compared to 2008 increased by 7.2%. Planned and actual indicators for 2009
Number of violations of labor discipline in 2008-2009
Analyzing the state of labor discipline at the enterprise, we can conclude that the number of violations in 2009 amounted to 548 cases or 44.0%, which is 115 cases less than in 2008. The main violations in 2008 were as follows:
drunkenness - 243 cases or 36.7%;
lateness or early departure - 57 cases or 8.6%;
absenteeism - 270 cases or 40.7%.
The dynamics of violations of labor discipline in the context of the structural divisions of CJSC "Murom" in 2008-2009 is shown in Figure 4.
Figure 4. Dynamics of violations of labor discipline in the structural divisions of the enterprise in 2008-2009 (in%)
In 2009, 19 people were fired for absenteeism, and 1 person for drunkenness. Deprivation of premium payment by 100% for drunkenness amounted to 153 cases. Lateness amounted to 100 cases, 6 violations were - smoking in the workplace.
The management of the enterprise CJSC "Murom" ensures the creation and effective functioning of the personnel development system with the help of lifelong learning all categories of employees of the enterprise. The Deputy Director for Human Resources develops a strategy for the development of the enterprise's personnel, professional development programs.
Percentage of employees with higher education, is 11.1%, having a secondary specialized education - 14%. As of 01.01.2010, the number of employees studying in higher and secondary specialized institutions amounted to 63 people, including:
Moscow State Forest Institute - 1 person;
Murom Institute of GOU VPO - 24 people;
Murom Psychological and Social Institute - 14 people;
Murom forestry technical school - 24 people.
In 2009, the enterprise hired young workers for internships - students of Lyceum No. 37 - 11 people:
turner apprentice - 3 people;
milling machine apprentice - 2 people;
apprentice electric welder - 1 person;
apprentice car mechanic - 5 people.
In the field vocational training personnel, the management of CJSC "Murom" ensures a constant increase in the level professional knowledge, skills and abilities of specialists and employees of the enterprise in accordance with its goals and strategy, directions and level of development of technology, modern technologies, the development of new types of products in accordance with the available resources and the interests of personnel to achieve and maintain high efficiency labor to produce competitive products. In 2009, 409 people were trained at the enterprise, including:
again accepted workers- 122 people;
advanced training - 276 people;
second (adjacent) profession - 11 people.
Ensuring the correct spending of funds for staff training in accordance with the approved estimates and financial plans enterprise, as well as the preparation of the established reporting on the training and advanced training of personnel is carried out by the deputy director for personnel management and the chief accountant of CJSC "Murom".
Thus, the analysis of the personnel management system of CJSC "Murom" showed that the main condition for the progressive development of the enterprise is the effective use of human resources, the emancipation of the creative energy of the employees of the enterprise. When selecting personnel most attention given qualifications, functional duties, labor discipline, i.e. that allows you to effectively include the employee in the activities of the company. When hiring, preference is given to specialists under the age of 35 with higher or secondary specialized education. During the probationary period, the employee undergoes pre-production training, which is carried out under the guidance of a mentor assigned to him.
The main problem in the recruitment of candidates for CJSC "Murom" is the discrepancy between the future work and the expectations of the candidate. Management should make every effort to familiarize the new employee as closely as possible with his future work, as positive aspects, as well as negative ones. Thanks to measures aimed at solving this problem, there is a decrease in staff turnover and an increase in job satisfaction among employees. Directions for improving the selection and hiring of employees can be the development of an individual approach to the candidate, testing when hiring, individualization employment contract in terms of providing guarantees and compensations, remuneration of the most valuable employees.
The company is taking measures to increase staff satisfaction with work, using methods work motivation employees - material incentives, provision of social benefits, rewards for success and achievements. The company's management monitors compliance social guarantees for the personnel of CJSC "Murom" (preservation of seniority, provision of a reduced working day, paid holidays, etc.), and also creates the necessary conditions for the development of personnel on the job.
As shortcomings, the state of labor discipline at the enterprise can be noted. In conditions market economy an enterprise cannot succeed in competition with other commodity producers if the labor collective does not have a high labor discipline based on the general and personal material interest of its employees in high final production results. This means that work to strengthen labor discipline currently requires a profound restructuring of the system of labor motivation.
Answer #2:
An analysis of management practice shows that organizations in most cases simultaneously use both types of assessment: labor assessment and assessment of the qualities of personnel that affect the achievement of expected results. The evaluation form includes two relevant sections, in each of which the manager, along with scoring gives a detailed justification.
In most organizations, assessment and certification are carried out annually, in individual organizations(especially if they use simplified assessment procedures) - every six months. In addition, in the interval between annual formal assessments, informal interviews are practiced, during which the results of the work of employees and ongoing monitoring of their activities are discussed. If the evaluation procedures are well formalized, it is advisable to conduct evaluation activities more often, for example, at the end of each week, month, quarter. These events are not attestation events, but can become a source of information about the dynamics of the labor efficiency of employees and departments /41, p.223/.
In a number of organizations, particularly strict control is exercised over newly hired employees, as well as over newly appointed employees. Such control is designed to speed up the process of entry of the employee into the position. Organization, acquiring expensive human resources or trying to apply them in a new capacity, expects to get a quick return. Monitoring and evaluation of strengths and weaknesses activities of the employee allow him to provide him with the necessary support, help in as soon as possible correct shortcomings. At the same time, the correctness of the decision on the appointment to a particular position is checked. Concerning ordinary performers, low-level managers, confirmation must be received within a few months after the start of work, and for middle and top management- no later than a year. An employee who does not cope with his duties is transferred to a less responsible job or fired.
Often during this period, high standards of labor activity are “imposed” on the employee, since it is in the first months of social adaptation that the norms of labor behavior and the foundations of his future activity are laid. In the future, these standards are sought to consolidate and maintain, using a regular annual assessment procedure.
Based on practice Russian organizations it is expedient not to be limited to one attestation in three to five years, but to conduct it systematically. More frequent assessments (once or twice a year) will make it possible to use attestation as a management tool, to ensure a closer connection of its results with job and qualification promotion, as well as remuneration.
Vocational training prepares an employee to perform production functions in a specific position. During a professional life, a person, as a rule, occupies not one, but several positions. This sequence of jobs is called professional career .
The sequence of positions in an organization occupied by an employee is called career in the organization .
For some people, a career is the result of implementing a detailed long-term plan, for others (and most of them) it is a set of accidents. Obviously, the desires of an employee alone are not enough for a successful career development, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder requires professional skills, knowledge, perseverance, experience and luck. To bring these elements together, the employee needs outside help. Usually it was the help of relatives and acquaintances (protectionism), educational institutions, societies, the state.
Today, the organization is becoming an important source of employee support in career development. Why? A modern organization sees in the development of its employees one of the fundamental factors of its own success and therefore is interested in developing their careers.
Career planning consists in determining the employee's development goals and the ways leading to their achievement. . The implementation of the career development plan implies, on the one hand, the professional development of the employee: that is, advanced training at the expense of prof. training, internships, advanced training courses, and on the other hand, successive employment of positions, work experience in which is necessary for work in the target position.
As a rule, in every large organization there are standard career ladders that lead to the positions of the General Director, his deputies, heads of departments.
career development name the actions that an employee takes to implement a career plan. Career development planning and management requires additional (in professional activities) efforts from the employee, but provides rowbenefits for the employee :
Increasing job satisfaction
A clear vision of personal professional prospects and the ability to plan other moments of your own life
Possibility of purposeful preparation for future professional activity
Increasing competitiveness in the labor market.
Organization Benefits :
Motivation and loyalty of employees who associate the prospect of growth with the organization
Reducing staff turnover and increasing labor productivity
Possibilities of planning prof. development of employees and the entire organization, taking into account their interests
Obtaining Career Development Plans as a source for identifying vocational needs. learning
Obtaining a group of interested in prof. growth, trained, motivated employees for promotion to key positions.
Awareness of these benefits forces firms to build models for managing employee career development. One of the most popular models is career planning and development partnership model .
Rice. Career planning and development process
Partnership involves the cooperation of three parties: the employee, his manager and the human resources service.
Worker is responsible for planning and developing his own career.
Supervisor acts as an employee mentor. His support is necessary, as he manages resources, manages the distribution of working time, certifies the employee.
Human Resource Service acts as a consultant and provides overall management of the career development process.
After hiring, the Human Resources Specialist conducts
(1) training a new employee in the basics of career planning and development , explains the principles of partnership, responsibilities and opportunities of the parties involved.
Training has two goals:
To form the interest of employees in career development
Provide tools to manage your own career.
The next step is (2) developing a career development plan . The employee determines his professional interests and methods for their implementation, that is, the positions that he would like to occupy in the future. Then he must compare his capabilities with the requirements for these positions and determine whether his career development plan is realistic and, if so, in which direction to move to implement this plan.
At this stage, he will need the help of the human resources service and the line manager to determine his strengths and weaknesses, as well as development methods.
Many firms conduct special testing to determine the strengths and weaknesses of their employees, the results of which are of great help in career planning. The participation of the boss in the career planning process allows not only to check the reality of the employee's career expectations, but also to involve the manager in the process of developing the employee's career from the very beginning and thereby enlist his support.
(3) Implementation of the plan depends primarily on the employee himself. There is a set mandatory conditions successful implementation of the plan:
High performance in the position held is the most important prerequisite for advancement
Professional and individual development. At the same time, it is necessary to be able to demonstrate newly acquired skills, knowledge, experience.
Effective partnership with the leader. This is the most important channel of communication between the employee and the top management of the organization, who decides on promotion. He evaluates, gives information about the employee, has resources for the development of the employee.
Visibility in the organization, activity. Be able to express yourself: achievements, speeches, good ideas, reports, participation in events.
An important component of the career development management process is
(4) assessment of the progress made (management audit).
All three parties are involved. The evaluation is usually carried out once a year , during a meeting between the employee and the manager, and then confirmed by the human resources service.
Not only progress in the implementation of the plan is assessed, but also the realism of the plan, the effectiveness of its support by the manager and the organization. The result of the discussion is an adjusted development plan for the next year.
The lack of a career development strategy for employees leads to employee dissatisfaction, causes increased staff turnover, indifference, and limits the organization's ability to effectively fill vacant positions.
The presence of a strategy has a positive effect on the long-term prospects of the organization. How to evaluate the effectiveness of career management in an organization? General indicator – stability and efficiency of the organization as a whole .
Specific indicators:
Staff turnover (comparison of staff involved and not participating in career planning)
Promotion (comparison of personnel participating and not participating in career planning)
Occupation of vacated key positions by employees of the organization and taken from outside (ratio)
Conducting surveys of employees involved in career planning and development
The concept of "career planning" includes determining the path of individual professional development. A career is primarily understood as the promotion of an employee through the ranks, it is a part of his life associated with production, economic or professional activities. A career gives a person motives, goals, develops abilities, expectations that can be realized. For each person, a successful career is understood in its own way, i.e. is subjective. Career planning means a preliminary understanding of the positions occupied in the future and the requirements for them. It is part of the systemic development of personnel. Hence, the career itself is systemic.
Career as a system. If an enterprise is systematically engaged in career planning for employees, this means that modern principles of a personally oriented personnel policy are used there. modern structure career as a production system includes six main positions:
" Travel space". We are talking about career opportunities on the part of the enterprise through the "supply" of positions and employment, which depends on organizational structures, staff schedules and forms of the career itself or, in sports terms, "treadmills".
Reasons and grounds for moving. We are talking about the possibility of filling vacancies, about the emergence of vacancies themselves that appear when posts are vacated, as well as when a certain situation is created around still occupied posts. There are many reasons for the appearance of vacancies, for example, the creation of a position for a specific person who needs to be released from his current position.
Movement directions. There are three directions: vertical, horizontal (rotation) and horizontal, forward-thinking project team.
Movement profiles. They arise in the case of stability of the position taken and are characteristic of large enterprises with a stable hierarchy and fairly numerous homogeneous (homogeneous) positions. Career here is determined only by the position on the hierarchical ladder, i.e. this is a variant of vertical movement, but with the preservation of the profile of duties. It is not possible for small businesses.
Travel frequency And advancement speed. We are talking about a professional career, for example from an economist to a chief economist. It is determined by the time employees spend in their positions and depends primarily on the barriers that exist between the level of the hierarchy, as well as on the functional distinctions between related areas of work.
Activity level enterprises in solving employee career issues. It involves holding events in order to activate all the main characteristics of a career as one of the employee development systems. This position depends on legal regulation, the size of the enterprise and the dynamics of its development.
One approach to systematizing a potential career move is the so-called "Personal Resource Portfolio", developed using development potential performance criteria based on the results of a survey of 55 managers at various career phases.
guiding forces should occupy positions in which they have a reasonable chance of success and freedom of action.
" Lovers to ask questions contribute to the development and identification of problems of the organization.
Work executors are valuable in that they see the prospect of development at least of their position and can contribute to success.
As regards the so-called "fellow travelers", then they work inefficiently, but with a conniving leadership style in a bureaucratic organization, they can disguise themselves as effective performers, imitating employment and high performance. If an organization reaches a critical mass of "fellow travelers", personal conflicts begin in it and questions about work disappear, because no work itself.
Guided by the Human Resources Portfolio, employees can reflect on their place in the organization and understand the reasons for their career situation. The movement can occur as a result of a person’s own decision, however, if the position in the organization regarding such a decision is negative, then he, having sufficient activity, is looking for ways to realize career goals in another enterprise or directs his energy to change his position in this enterprise. If an employee has reached the heights of his own potential in career matters, then he directs energy to non-productive goals, to search for a situation in which the remaining development potential can be used.
A number of career researchers include another variable in the HRP concept - "position mobility". This refers to the use of the potential of the oriented direction, for example, if there is a need for a managerial career. In this case, individual measures are developed to analyze the situation and improve the abilities of the employee.
Career planning goals. The career system is always task-oriented.
production goals. In general, such goals are strategically indicated due to the fact that with the help of career planning, the business and economic optimization of the enterprise is investigated. Business optimization can be driven by career decisions that achieve the perfect balance between job requirements and employee qualifications. If several candidates apply for one vacancy, then the choice of one of them should be guided by production goals that may conflict with the individual goals of the rest of the employees.
Solving employee career problems also includes economic optimization. Optimum correspondence between the requirements of jobs and the qualifications of employees enables better use of the potential of the individual and contributes to the economic growth of the enterprise. Obviously, career planning contributes to productivity, employee motivation and improves their personal development.
individual goals. They are the basis of interconnected individual goals and determine the ways of implementation. Here are ten possible career-oriented individual goals (Fig. 6.3).
The structure of career motives is interesting, obtained as a result of surveys of 2,500 managers of Western firms who answered the question: "What could have prompted you to change your current position?" The results of the survey were as follows:
higher income (42%);
greater competence and influence (38%);
greater independence (31%);
activities without instructions from above (26%);
better development opportunities (23%);
greater workplace safety (11%).
Age occupies a large place in the structure of career motives. The results of research are such that about half of the managers of mature age consider their career or professional aspirations to be vital. Among young executives, only 23 hold this point of view. %.
Suggestions of possible career paths (forms of "treadmills"). Career opportunities are determined, firstly, by the hierarchical structure of the enterprise and, secondly, by the economic condition of the enterprise. Career incentives can be:
delegation of competence and responsibility to lower levels, formation of autonomous working groups;
use of rotation;
enterprise restructuring;
active work with the personnel reserve;
use of the practice of understudies of managers;
creation of project teams;
a career without a managerial position.
Career planning process. The best option for the career planning process is the full compliance of production goals with individual ones, when an employee manages to occupy one of the positions in the production hierarchy in accordance with the structure of his capabilities, and the enterprise creates the necessary conditions for their implementation.
If individual needs in a career and its production system do not coincide, then negative consequences can occur for both parties, expressed in the fact that career-supporting personal potential is not realized in the best possible way in the results of work. Then there are "questioners" and "difficult employees" Compromise in this case may be competition between employees in the process of group work, the effectiveness of which depends on interpersonal relationships acquiring the character of conflicts.
Negative consequences can be prevented or reduced if the goals of employees and the enterprise are identified, brought into line with each other, and only after that, activities are planned taking into account the production requirements of individual goals. For this, it is proposed to carry out certain actions that create a career plan from the integrated components of personnel planning (personnel plan) (Fig. 6.5)
The process of cooperation is not limited to the formulation of chains and their coordination. It also includes responsibility for the activities of the plan, and also involves joint activities aimed at achieving common goals. Positions occupied by them and the time they work in them have a huge impact on the development of personnel.
When planning individual careers, the planning horizon is determined, which is necessary due to the dynamics of career requirements for positions, functional areas and levels of the Board.
The success of career planning is provided by:
the principle of performance;
careful analysis of the chances for promotion;
planning for no more than one or two levels of the production hierarchy and for a short period of time - two or three years; accessible, open mechanisms for filling vacancies;
knowledge of the "portfolio" of the individual's resources.
As such, career plans are complex entities, so there can be multiple paths to progress towards each planned position. An enterprise, represented by, for example, the head of the personnel department, develops several alternative ways of promoting it “for an employee”.
With simultaneous planning of several careers for a number of positions, the method of pairwise comparisons and tabular decision analysis can be used.
Often, when planning a career, the “senior” principle is used, when age, experience, length of service at a given enterprise, parents, and marital status are taken into account. This principle finds application mainly in highly bureaucratic institutions, where the achievement of production goals is possible only if this principle does not contradict the qualifications of the employees for whom the career is planned. The “senior” principle is adhered to by employees focused on safe work.
The career plan of employees has a positive impact on the success of the enterprise only if the following requirements are met when compiling it:
objective assessment of compliance with the qualifications of the position;
compliance of the planned positions with the goals of personal development;
continuity of planning, taking into account changed circumstances;
the relationship between career and life path phases.
Often the careers of employees are planned by their managers. In this case we are talking on the introduction of systematic and regular career planning within the framework of the developed centralized concept of personnel development and corporate identity work with him.
