Principles of employee career planning. Career planning. Horizontal and vertical career

Career planning is carried out based on the results of an assessment of potential and individual contribution, the age of employees, work experience, qualifications and the availability of vacant jobs (positions).

The main task of planning and implementing a career is to perform a number of specific tasks, namely:

link the goals of the organization and the individual employee

plan the career of a specific employee, taking into account his specific needs and situations

eliminate “career dead ends” where there are no opportunities for employee development

improve the quality of the career planning process

formulate visual and perceptible criteria for career growth used in specific career decisions

study the career potential of employees

identify career paths that will help meet the quantitative and qualitative needs for personnel at the right time and in the right place.

Career planning for managers and specialists is an integral part of the company’s personnel policy, which is organically included in the system of working with the personnel reserve, ensuring the development of the personality of employees, solving strategic, innovative, production, technical, managerial and social problems.

The first step in career planning is to find out the interests, aptitudes, capabilities and skills of the individual.

For successful development career, the employee’s wishes alone are not enough, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder, you need professional skills, knowledge, experience, perseverance and a certain element of luck.

Various methods can be used when planning and building a career.

Career planning methods:

1.Individual consultation;

2. Group session;

3. Service rotation;

4. Self-esteem;

5. Professional support

Informal individual counseling is most widely used. The formal approaches used, such as special workshops, various forms of self-assessment, are not so widespread.

Individual counseling, including the use of tests, interviews, and then consistent elaboration by the consultant of individual career options. The main goals of the work of career advancement consultants are related to career planning for managers and the implementation of these plans. Consulting helps in determining career goals and ways to achieve them, taking into account the organizational, technological, social and other characteristics of the company, career planning and developing activities aimed at implementing plans. Important assistance is provided in mastering decision-making techniques related to increasing the number of alternative career options, through the acquisition of additional knowledge and skills, and the formation of readiness for changes in the content of work. Consultants assist managers in improving self-control in developing their self-confidence and behavior focused on compliance with the norms, rules, and procedures adopted in a given company.

The main results of personal consulting on problems of individual management activities are:

purposeful change activity structures, methods and methods of interaction with subordinates and organizational interaction;

adaptation of managers to temporary requirements;

identifying the most bottlenecks» in activities and organizational steps to compensate for individual characteristics, etc.

There are several stages of counseling on management career issues:

assessment of the manager’s knowledge, skills and abilities. Analysis of the features of his management activities. Psychodiagnostics.

Needs assessment management personnel, system environment. Analysis of statistical patterns of career development in this industries, organizations. Forecast of environmental changes.

Analysis of the manager’s career aspirations and establishing the ultimate goal of a given time period

Determination of necessary activities (training, preparation, relocation, etc.) taking into account available resources and intermediate levels of the management system hierarchy.

Monitoring and correction of plan implementation

Positive results of consulting can be achieved in the presence of two conditions: certain preliminary research and the interest of managers in actively using the information received and following the recommendations of consultants. The basis of consultations on problems management activities or career planning are psychological, social, economic research, statistical analysis, which allow you to collect and summarize information about the characteristics of the development of a leader, his problems. Analysis of biographical data allows us to identify critical moments in its formation, and psychodiagnostic methods allow us to assess personal characteristics.

There are several types of consulting on management problems.

The first type is passive counseling. The manager wants to speak out on the most important management issues for him and seeks sympathy, recognition, and support. Consultations in this case take place in the form of a monologue by the leader. The role of the consultant is one of active listening. The high effectiveness of passive counseling is achieved by relieving tension, making managers aware of their own goals, problems and limitations, and stimulating self-development.

The second type of counseling is targeted individual information about the assessment results. Consultations are limited to the manager obtaining additional, varied information. In this case, problems arise related to trust in the source of information and its authority for the manager. The most effective type is formative counseling in accordance with the manager’s request: “Help me understand the new situation and do everything right.” In this case, the goals of the counselee and the consultant coincide. Consultations of this type are great value for newly appointed managers or when there is a sudden change in the system environment. The fourth type of counseling is corrective. It is the answer to the manager’s question: “something is wrong in my management activities.” Correction of the existing management and leadership style, management concept, relationships and attitudes, acceleration of job promotion after its stabilization are the main tasks of this type of consulting.

Group session. This form does not require large material tasks, but it has a serious drawback - the lack of individual assessment of workers.

Career rotation is a widely used method of training management personnel. By moving a low-level manager from department to department for a period of three months to one year, the organization introduces the new manager to many aspects of the activity. As a result, the young manager learns about the problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is also necessary for successful work at higher positions, but are especially useful for managers at lower levels of the management hierarchy. Japanese organizations very often resort to rotation. Most important is the fact that every employee knows that throughout his career, he will move from one division of the company to another, even located in different geographical locations. In addition, many Japanese firms apply lifelong rotation to all employees.

Various forms of self-esteem. This is the cheapest way, however, it should be borne in mind that many employees do not have the ability to objectively self-assess. A person must decide on his desires and capabilities and, through counseling, understand what kind of means he needs (education, training).

The organization, in turn, must also determine its HR needs and capabilities in order to plan and provide the necessary information, training and development opportunities for its employees. Combining the personal needs of the employee and the needs of the organization can occur in various ways. The most common are informal consultation by HR managers and consultation by the immediate supervisor.

Consultation by the immediate supervisor is part of the employee assessment. Characteristic feature effective assessment work is that it allows the employee not only to understand how well he is working, but also to see his prospects. This piques the employee's interest in planning promotion. Managers must be prepared to provide subordinates with information about needs and opportunities not only within one area, but also in the organization as a whole.

The number of companies that use the services of various development assessment centers is growing. Usually the focus is on very capable and fast-paced candidates. These centers determine the employee’s strengths and weaknesses in the following areas:

Problem Analysis

Communication

Setting goals

Decision Making

Conflict Resolution

Selection, training, motivation of employees

Employee control

Use of time

Based on the results in each of these areas, the employee sets personal goals and promotion goals.

The method of promising professional support combines individual counseling with the economic advantages of group counseling and consists of three stages:

The consultant conducts an in-patient seminar for a group of workers or an individual telephone interview if the client is alone. Its topic is the content of the concept of “career development”, its goals and methods, the role of the employee in the process of career development.

The employee performs a series of tests, designed in the form of standard self-assessment forms. They are compiled according to a standard form and include a set of questions with some answer options. Completed forms are sent to the consultant.

The consultant summarizes the results of the survey and draws up a detailed report for each employee. The report characterizes the employee’s professional knowledge and skills, his motivation, interests in the field of work and career growth, and their compliance business qualities, possible career directions are listed, recommendations are made on how to behave in the future, in particular how to build relationships with superiors, what information from the report can be communicated to third parties.

Career curve method. A career curve is a formalized idea of ​​the path a specialist must take in order to gain the necessary knowledge and master the necessary skills to work effectively in a specific place. Career curves make it possible to carry out long-term planning of individual advancement of employees and determine the set of tasks performed by a given group of personnel.

The career of a manager and specialist is the comprehensive creative and professional development of an individual in the process of activity and his job growth, based on potential opportunities, continuing education, and motivational processes. An employee's career depends almost entirely on his desire to develop it, and the enterprise must promote this if it suits its plans.

The company Ms. Kinsey held international research in order to evaluate the effectiveness of various personnel development methods used in companies. The main finding was unexpected. It turned out that people in adulthood who occupy leadership positions learn only when they master what they do not know how to do. The most effective methods were:

Work in new position with expanded responsibilities. A person makes the most qualitative leap in his professional development when he is required to do something that he has never done before.

A complete reorganization of what a person leads

Participation in major project, which involves interaction with various counterparties and lasts for a fairly long period of time.

Individual human development plan.

Executive development has a high positive impact from working abroad in the same position and with the same responsibilities, but in a different national culture.

Such widely used methods as:

Traditional vocational training. Classroom programs are good for asking conceptual questions, like trying to think differently about the technology of everyday work, but they really aren't very effective at developing any skills.

Testing. It helps identify gaps, but does not provide an opportunity to close them.

Often, an employee who does not know how to manage people is put in charge of a complex team, assuming that in a stressful situation he will quickly learn this. It turns out that the effectiveness of such a prescription is not high.

The concept of "career planning" includes determining the path of an individual professional development. A career is understood, first of all, as an employee’s advancement up the career ladder; it is a part of his life associated with production, economic or professional activities. A career gives a person motives, goals, develops abilities, and expectations that can be realized. For each person, a successful career is understood in its own way, i.e. is subjective. Career planning means preliminary understanding of future positions and requirements for them. It is part of systemic personnel development. Hence, the career itself is systemic in nature.

Career as a system. If an enterprise systematically plans employee careers, this means that it uses modern principles of personally oriented personnel policy. Modern structure career as a production system includes six main positions:

" Space of movement." We are talking about career opportunities from the enterprise through the “supply” of positions and occupations, which depends on organizational structures, staffing schedules and forms of the career itself or, in sports parlance, “treadmills”.

Reasons and grounds for movements. We are talking about the possibility of filling vacancies, the emergence of vacancies themselves that appear when positions are vacated, as well as when creating a certain environment around positions that are still occupied. There are many reasons why vacancies arise, for example, the creation of a position for a specific person who needs to be relieved of his current position.

Directions of movement. There are three directions: vertical, horizontal (rotation) and horizontal, forward-looking project team.

Movement profiles. They arise in the case of stability of the position held and are characteristic of large enterprises with a stable hierarchy and quite numerous homogeneous (homogeneous) positions. Career here is determined only by position on the hierarchical ladder, i.e. This is an option for vertical movement, but while maintaining the profile of responsibilities. This is not possible in small businesses.

Moving frequency And speed of progress. It's about professional career, for example from economist to chief economist. It is determined by the time employees stay in their positions and depends primarily on the barriers that exist between the level of the hierarchy, as well as on the functional boundaries between related areas of work.

Activity level enterprises when resolving employee career issues. It involves carrying out activities 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 potential career moves is the so-called “portfolio of personal resources,” developed using performance criteria for development potential based on a survey of 55 managers at various career phases.

Guiding forces should occupy positions in which they have sufficient chances for success and freedom of action.

" People who like to ask questions contribute to the development and identification of organizational problems.

Performers of work are valuable because they see prospects for the development of at least their position and can contribute to success.

As for the so-called "fellow travelers"", then they work ineffectively, but with a conniving style of leadership in a bureaucratic organization they are able to disguise themselves as effective performers, simulating busyness and high performance. If the organization reaches a critical mass of “fellow travelers,” personal conflicts begin in it and questions about work disappear, because there is no work itself.

Using the Human Resources Portfolio as a guide, employees can understand their place in the organization and understand the reasons for their career situation. A move 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, looks for ways to realize career goals in another enterprise or directs his energy to changing his position at 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 searching 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 an oriented direction, for example, when there is a need for a managerial career. In this case, individual measures are developed to analyze the situation and improve the employee’s abilities.

Career planning goals. The career system is always task-oriented.

Production goals. In general, such goals are strategically designated due to the fact that with the help of career planning, the business and economic optimization of the enterprise is explored. Business optimization can be driven by career decisions that achieve the ideal balance between job requirements and employee qualifications. If several candidates apply for one vacant position, then when choosing one of them, you should be guided by production goals, which may conflict with the individual goals of other employees.

Solving employee career problems includes economic optimization. Optimal matching of job requirements and employee qualifications makes it possible to better use the individual’s potential and contributes to the economic growth of the enterprise. It is clear that career planning contributes to employee productivity, motivation and improves personal development.

Individual goals. They are the basis of interconnected individual goals and determine the path to implementation. Here are ten possible career-oriented individual goals (Fig. 6.3).

An interesting structure of career motives was obtained as a result of a survey of 2,500 managers of Western companies who answered the question: “What could prompt 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 plays an important role in the structure of career motives. Research shows that approximately half of mature managers consider their career or professional aspirations to be vital. Among young management personnel, only 23 share this point of view. %.

Suggestions of possible career paths (forms of “treadmills”). The possibility of a career is determined, firstly, by the hierarchical structure of the enterprise and, secondly, by the economic state 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;

using the practice of understudy managers;

creation of project groups;

career "without a managerial position."

Career planning process. The optimal option for the career planning process is 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 career needs and its production system do not coincide, then negative consequences may occur for both parties, expressed in the fact that career-supporting personal potential is not realized in the best way in work results. Then “questioners” and “difficult employees” arise. A 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 nature 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 then activities are planned taking into account the production requirements of individual goals. To do 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 collaboration process is not limited to the formulation of chains and their agreement. It also includes responsibility for the activities of the plan, and also involves joint activities aimed at achieving common goals. The positions they occupy 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 in connection with the dynamics of career requirements for positions, functional areas and Board levels.

Successful career planning is ensured by:

principle of performance;

careful analysis of chances for promotion;

planning for no more than one or two levels of the production hierarchy and for a short period of time - two to three years; accessible, open mechanisms for filling vacant positions;

knowledge of the “portfolio” of personal resources.

Thus, career plans are complex entities, so there may be multiple paths to advance toward each planned position. The enterprise, represented by, for example, the head of the HR department, develops “for the employee” several alternative ways for his promotion.

When simultaneously planning several careers for a number of positions, the method of paired comparisons and tabular analysis of decisions 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 achieving production goals is possible only if this principle does not contradict the qualifications of the employees for whom a career is planned. The “Signora” principle is adhered to by employees focused on safe work.

An employee career plan has a positive impact on the success of the enterprise only if the following requirements are met when drawing it up:

objective assessment of compliance with the qualifications of the position;

compliance of planned positions with personal development goals;

continuity of planning taking into account changed circumstances;

relationship between career and life path phases.

Often, employees' careers are planned by their managers. In this case, we are talking about 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.

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 steps of the hierarchy, qualification ladder, remuneration, prestige.

Business career- progressive advancement of an individual in any field of activity, changes in skills, abilities, qualifications and remuneration associated with the activity; moving forward along the once chosen path of activity, achieving fame, glory, and enrichment.

The formation of a career is influenced by two groups of conditions: objective - independent of 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 increasing qualifications, etc.

When planning a career, there are three types of goals: personal, subject and instrumental.

Some career goals:

Engage in an activity or have a position that corresponds to self-esteem and therefore provides moral satisfaction;

Get a job or position that meets self-esteem, in an area whose natural conditions have a beneficial effect on health and allow you to organize a good rest;

Occupy a position that enhances and develops capabilities;

Have a job or position that is creative in nature;

Work in a profession or 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 allows you to simultaneously raise children or run a household.

Career types:

1. Intra-organizational career 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 different positions in different organizations.

These two species can be specialized or unspecialized.

3. Specialized career. A specific employee can go through career stages sequentially in both one and the same. different organizations, but within the framework of one 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 the same and in different organizations. Example - Japan: a manager must work as a specialist in any area of ​​the company, and not in any separate function, and must be able to look at the company from different angles, without staying in a position for more than 3 years.

5. Career is vertical. Ascent to a higher level of the structural hierarchy (promotion in position, 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 official role at a level that does not have a strict formal fixation in the organizational structure (for example, the head of a temporary group); A horizontal career can also include expanding or complicating tasks at the previous level.

7. Stepped career - a type of career that combines elements of horizontal and vertical career types. Employee advancement can be carried out by alternating vertical growth with horizontal growth, which gives a significant effect. This type can take both intra-organizational and inter-organizational forms.

8. Hidden career- the type of career that is the least obvious to others. It is available to a limited number of employees, usually those with extensive business connections outside the organization. A centripetal career means movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that are not available to other employees.

In the process of career implementation, it is important to ensure the interaction of all types of careers. Practice has shown that employees often do not know their prospects in a given team. This indicates poor management of personnel, lack of planning and control of careers 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 the 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 a person’s potential capabilities, abilities and goals with the requirements of the organization, strategy and plans for its development, expressed in drawing up a program for professional and job growth.

The list of professional and job positions in the organization (and outside it), which records the optimal development of a professional for occupying a certain position in the organization, is career chart- a formalized idea of ​​what path a specialist must take in order to obtain the necessary knowledge and master the necessary skills to work effectively in a specific place.

Career planning in an organization can be done by the HR manager, the employee himself, or 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 projection of growth, implementation of growth.

HR Manager: Employment assessment, Determination of workplace, Assessment of labor and potential of employees, Selection for the reserve, Additional training, Programs for working with the reserve, Promotion, New planning cycle.

Immediate supervisor (line manager)- Assessment of work results, Assessment of motivation, Organization of professional development, Proposals for incentives, Proposals for growth

Main task career planning and development is to ensure the interaction of professional and intra-organizational careers.

Business managementcareer- this is a set of activities carried out by the personnel service of organizations for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on the goals, needs, opportunities and socio-economic conditions of the organization . Everyone manages their business career individual employee. 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 planning and development of his career.

2. Developing a career development plan - identifying needs, identifying positions that I would like to occupy, which correlate with the capabilities of the company.

3. Implementation of a career development plan.

4. Assessing the achieved result and adjusting 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. A personal career life plan consists of three main sections:

assessment of life situation,

setting personal career goals

private goals and activity plans.

Within the framework of the personnel management system, a block is formed business career management functions, which are carried out by: management, personnel management service, heads of functional departments, consulting centers, trade union committees.

Service and professional promotion- a series of progressive vertical and horizontal movements in various positions, promoting the development of the organization and personality (positions, jobs, positions in the team).

Service-professional system promotion - a set of means and methods of staff promotion 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, when hiring him, also pursues specific goals, the person being hired 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 and his work set for him. The success of his entire career depends on this.

Vocational training prepares an employee to perform various production functions, traditionally associated with a particular position. During his professional life, a person, as a rule, holds not one, but several positions. This sequence of positions is called a PROFESSIONAL CAREER.

The sequence of positions held by an employee in one organization is called his career in the organization (see Figure 27).

For some people, a career becomes the result of the implementation of a detailed long-term plan, for others (research shows that these are the majority) it is a set of accidents. Obviously, for successful career development, the employee's wishes alone are not enough, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder, you need professional skills, knowledge, experience, perseverance and a certain element of luck.

To bring all these components together, the employee often needs outside help. Traditionally, he received this help from relatives and friends, educational institutions which he graduated from, the societies in which he participated, and even from the state to which he paid taxes. IN modern world The most important source of support for an employee in career development is the organization in which he works. This state of affairs is easily explained - modern organizations They see the development of their employees as one of the fundamental factors for their own success and are therefore sincerely interested in the development of their careers. It is no coincidence that planning and managing career development has become one of the most important areas of human resource management in the last 20 years.

CAREER PLANNING consists of determining the goals of an employee’s professional development and the paths leading to their achievement. The implementation of a career development plan presupposes, on the one hand, the professional development of the employee, i.e. acquiring the qualifications required to occupy the desired position, and on the other hand, consistently occupying positions in which experience is necessary for success in the target position. Many large organizations have standard career ladders that lead to positions general director, his deputies and other senior managers, as well as key functional specialists.

CAREER DEVELOPMENT refers to the actions that an employee takes to implement his plan and professional advancement.

Planning and managing career development requires certain additional (compared to routine professional activities) efforts from the employee and from the organization (if it supports this process), but at the same time provides a number of benefits to both the employee himself and the organization in which he works. For an employee this means:

Potentially higher degree of satisfaction from working in an organization that provides opportunities for professional growth and improved living standards;

A clearer vision of personal professional prospects and the ability to plan other aspects of your own life;

Possibility of targeted preparation for future professional activities;

Increasing competitiveness in the labor market. The organization receives the following benefits:

Motivated and loyal employees who connect 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;

Individual employees' career development plans as an important source of identifying training needs;

group interested in professional growth, prepared, motivated employees for promotion to key positions.

Awareness of these and other benefits has led 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 become the PARTNERSHIP model for CAREER PLANNING and DEVELOPMENT (see Figure 28).

Partnership involves cooperation of three parties - the employee, his manager and the department. human resources. The employee is responsible for planning and developing his own career or, in other words modern management, is the owner of this process. The manager acts as a mentor or sponsor to 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 Human Resources Department plays the role of a professional consultant and at the same time carries out general management process of career development in the organization.

After hiring, human resource specialists train the new employee in the basics of career planning and development, explain the principles of partnership, the responsibilities and capabilities of the parties involved. Training has two main goals: 1) to create employee interest in career development and 2) to provide them with the tools to begin managing their own careers.

The next step is to develop a career development plan. The employee must determine his own professional interests and methods for their implementation, i.e. the position(s) he would like to occupy in the future. After this, he needs to compare his own capabilities with the requirements for the positions he is interested in and determine whether this plan career development realistic, and if so, consider what he needs to implement this plan. At this stage, the employee needs qualified assistance from the human resources department and his own manager, first of all, to determine his capabilities and shortcomings, as well as development methods. Many organizations conduct special testing to identify strong and weaknesses of their employees, the results of which provide significant assistance in career planning. The participation of the manager in the career planning process allows not only to carry out a certain check on the reality of the employee’s career expectations, but also to involve the manager in the career development process this employee from the very beginning and thereby enlist his support.

The American-Russian joint venture assessed the degree of development key competencies their managers with the help of an American consulting company. The results of the assessment were transferred to the director of the joint venture, who met with each of the assessed subordinates and discussed in detail its results and employee development plans.

The implementation of a career development plan depends primarily on the employee himself. In this case, it is necessary to keep in mind the entire set of conditions that make this possible:

Results of work in the position held. Successful execution job responsibilities is the most important prerequisite for advancement. Cases of promotion of employees who cannot cope with their duties (even those with enormous potential) are extremely rare;

Professional and individual development. The employee must not only take advantage of all available means of professional development, but also demonstrate newly acquired skills, knowledge and experience;

Effective partnership with the leader. The implementation of a career development plan largely depends on the manager, who formally and informally evaluates the employee’s performance 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, and has the resources necessary for the employee’s development;

Prominent position in the organization. To advance in the organizational hierarchy, it is necessary for management to know about the existence of an employee, his achievements and capabilities. You can make yourself known through professional achievements, successful performances, reports, reports, participation in the work of creative teams, and public events. In this case, it is extremely important to have a successful partnership with the human resources department, whose employees’ positive opinion about the employee’s potential is a necessary condition progressive development of his career. The most important component of the career development management process is the assessment of progress achieved, which involves all three parties: employee, manager, and human resources department. The appraisal is conducted periodically, typically once a year (often in conjunction with the employee's performance appraisal, although many organizations have recently sought to separate these events) during a meeting between employee and manager, and then confirmed by the human resources department. Not only progress in implementing the plan is assessed, but also the feasibility of the plan itself in light of the events that have occurred over the past year, and the effectiveness of its support from the manager and the organization as a whole. The result of the discussion is an adjusted career development plan.

Managing career development is a complex and resource-intensive process. Unfortunately, the mere existence of this process does not guarantee the realization of professional ambitions for all employees of the organization. However, its absence causes employee dissatisfaction, increased staff turnover, absenteeism, and also limits the organization’s ability to effectively fill vacant positions. At the same time, practice shows that the costs of creating a career development system have a positive impact on the organization’s progress in the long term.

Like everyone organizational process, career development needs performance evaluation. Since this process is aimed primarily at improving the effectiveness of the organization as a whole, its results (success in achieving the organization's goals) indicate how effective the career management work is. More specific indicators characterizing career development management in an organization are:

1. staff turnover (comparison of indicators for employees participating in career planning and development and those not participating in this process);

2. promotion (comparison of percentage indicators (the ratio of promoted employees to the total number of employees in the group) for employees participating in career planning and development and not participating in this process);

3. occupation of vacated key positions (see next paragraph) by employees of the organization and those hired from outside;

4. conducting surveys of employees involved in career planning and development.

Career development systems began to emerge in the United States in the late 50s and spread widely throughout the world by the early 80s, becoming by that time an almost mandatory element of the personnel management system. However, today scientists and managers are beginning to question the effectiveness and feasibility of this method management. This change in attitude towards career development is associated primarily with two factors: an increase in the rate of change in the external and internal organizational environment and a change in the relationship between employees and the organization. The acceleration of change makes traditional career planning extremely challenging because often the organization does not know what might happen to it in a few months, let alone years. When the leadership of an American multinational company decided to restructure and liquidate the headquarters of four of its divisions, hundreds of executives and professionals with career plans developed several years in advance were left behind the organization or in new positions that they had never thought of.

On the other hand, many employees do not view their relationship with the organization as anything other than a temporary relationship that lasts only as long as it benefits both parties. In this view, employees try to plan their careers on a global scale and their work within separate organization considered as one of the steps towards the final goal. Their interest is in improving professional skills, acquiring new knowledge and skills, increasing their own value by foreign market labor. Naturally, long-term career planning within an organization in this case is practically meaningless.

Personnel career management includes a list of activities that should be carried out personnel service companies. It is she who is entrusted with the main management functions related to planning, training, motivation and control of staff career growth. At the same time, the goals, needs, capabilities and inclinations of employees are taken into account, compared with the capabilities of the organization and its socio-economic conditions, needs and goals.

Employee career management includes 2 stages:

1. Planning.
2. Implementation of plans.

The first is related to the definition of goals that interact with the development of personnel in terms of careers and paths leading to the achievement of goals, the definition of which is a very important point for the promotion of personnel. The main requirement for a career goal is its attractiveness for an employee of the organization and its relevance. The goal set must be not only realistic, but also adjustable. If the management of the business career of staff is competent, then the functioning and development of the enterprise occurs in the most effective way.

Options for developing a career plan

Career planning is based on the formation of a plan, that is, a document describing development to the level of a professional, as well as the official movement of an employee in an organization. The main components of the plan are:

1. Characteristics of the stages of professional development of employees.
2. Job titles for internships and appointment of candidates.
3. List of necessary activities for professional development.

To independently develop a plan for their own career development, an employee will need consultation with qualified specialists in the field of personnel management. There are the following types of career plans:

1. Short.
2. Medium term.
3. Long term.

Often, specialists who do not know the labor market are hired for the position that is most attractive to them. But this position may not meet the employee’s expectations, which leads to the search for a new job at another company. Management gurus believe that it is better to have a bad plan than no plan. One cannot but agree with this statement. An important point is the choice of desired goals and the sequence of actions to achieve them.

It is good if the business career of personnel at the planning stage is not considered as an action that is of a continuous nature, motivated only by the possibility of earning money. In fact, career development is associated with the implementation of successive projects that will bring specific results in the future. These projects must be planned within time and resource constraints. At the same time, it is easier to develop steps related to bringing the career plans of the organization’s personnel into reality.

Start professional path not every employee has a career choice. To increase planning accuracy, you should set yourself certain goals. The chosen job, position or field of activity should not be a career goal.

Career management and proper goal setting

Planning the business career of staff today is an integral element of the company management process, including goals in achieving which not only employees, but also the company are interested. This includes ways to achieve them. Any employee has strategic plans, but it is difficult to define them with specific goals in the long term, that is, immediate goals are taken into account first.

The essence of a career is a person’s desire to achieve a position that allows him to satisfy his own needs as fully as possible, therefore it is typical for a careerist to:

• occupy a position that allows him to perform those types of activities that correspond to his self-esteem;
• have a job or position of a creative nature;
• become a highly qualified specialist in your field, focusing on the development and growth of professionalism and competence;
• work in a position that allows you to achieve a certain degree of independence;
• have good job, which is consistently paid and provides for additional income;
• get a job that allows you to do official duties in a favorable environment and so on.

Different stages of an employee’s life change his motives career growth. All events that have an impact on the employee’s promotion career ladder, cannot be foreseen. The development strategy should be reduced to the appropriate organization of activities to ensure optimal advancement of personnel in social or professional field in conditions of uncertainty of future changes in life activity.

Features of building a career management system

Interconnected structural elements that are components Career management systems must function for the favorable development of the enterprise as a whole. Among them are:

1. Goals.
2. Functions.
3. Structure.
4. Technologies.
5. Principles.

Often, the specifics of the initial goals arising from the general goals of the management system take into account the scope of the company's activities. Among the factors hindering the advancement of employees on the career ladder are:

• the employee’s inability to manage himself;
• lack of creative thinking on the part of the employee;
• the employee’s focus only on himself and his own personal goals;
• inability of employees to work in a team.

HR specialists in more developed organizations conduct courses to train employees in the basics of career planning and implementation of plans.

The principles of cooperation in this implementation process are also explained. At the same time, the employee’s responsibility is determined. The following personal factors must be taken into account:

• professionalism;
• psychophysiological characteristics;
• social features.

They are the ones who should be influenced by the career growth management process. If HR management The enterprise is built in such a way that it allows you to manage an employee’s career, this will help:

• accelerate employee career growth and improve his standard of living, which promotes satisfaction;
• provide for a clearer vision by the employee of his career prospects, which facilitates further planning of other aspects of life;
• preparation for professional activities;
• increasing competitiveness in the labor market.

For effective management An employee’s career will require drawing up a personal life plan regarding career growth, which includes 3 components:

1. Assessment of life situation.
2. Setting personal goals to achieve specific career heights.
3. Setting individual goals and developing a plan to achieve them, which must be constantly followed.

Methods and principles of career management

Management method is understood as the totality of all methods that allow managers officials influence subordinates.

Conventional division involves a number of different groups of career management methods:

1. Organizational, that is, aimed at collective relationships to achieve goals.
2. Economic, affecting workers through the creation of specific bonus motivations motivating to work.
3. Social psychological, emphasizing application social factors, as well as those related to the management of collective interaction.

Professionals identify 3 groups of principles that allow them to effectively manage their careers:

• general – unity of politics and economics, independence and centralism, validity and efficiency management decisions and a masterful combination of general and local interests in the process of managing a personal career when the employee achieves sufficiently high needs;
• special – promising, progressive, systematic and others;
• single ones - labor marketing, career development risk, competitiveness, and so on.