Career management. Advanced training and its impact on the professional career of employees. Careerogram: concept and development. Coursework Managing the professional career of managers at Relax Management professionally
Efficiency professional activity is closely related to the success of a person in the profession, with his career. Career - successful promotion in a particular area (public, official, scientific, professional) activities.
Each person has his own system of values, interests, labor and personal experience, so career and career planning is an individual process. At the same time, the need to combine personal characteristics and intellectual capabilities of a person with a specific place of work sets the task of managing career processes for personnel management services.
Professional career management is a purposeful activity of the personnel management service for the development of a person's professional abilities, the accumulation of professional experience and its rational use in the interests of both the employee and the organization.
Combination of Interests individual worker and organization is provided by personal career planning, as well as the design and planning of job structure and job promotion.
The goals of professional career management by the organization:
- · effective use professional abilities of the personnel in the interests of the cause, achieving the goals and solving the problems of the organization;
- timely provision of the organization with the necessary number of personnel with relevant professional experience;
- Creation of effective incentives for labor motivation and professional development personnel;
- Ensuring a relatively stable staff composition.
The goals of professional career management by staff:
- achievement of higher official status in the organization, the possibility of obtaining higher wages;
- obtaining a more meaningful and adequate work to professional interests and inclinations;
- development of professional abilities through the organization, etc.
Career management begins when you are hired. When hiring, the candidate is asked questions that set out the requirements of the employing organization. And he finds out the moments that meet his goals and form his requirements. At the stage of professional selection, personal and business qualities candidate, analysis of the motives of his employment. This assessment is established using various methods of professional selection: questionnaires, testing, interviews.
During the interview, the degree of understanding by the candidate of his future role in the organization, wishes for the future, etc. are clarified.
Testing allows you to identify such personal business qualities of a candidate that characterize him as a potential leader or open up opportunities for changing areas of activity. The results of the evaluation of candidates make it possible to draw preliminary conclusions about their career aspirations during the selection process.
Thus, the personnel management service begins to accumulate information about the potential capabilities of an employee.
In the future, the personnel management service should maintain a card index and replenish the data bank for various categories of personnel. Of particular importance is the management of cases for the registration and implementation of the available potential of executives. The file must contain the following information about the employee:
- · Full Name;
- · year of birth;
- · position held;
- qualification assessment (from 1 to 4);
- Salary code
- tasks to be solved (field of activity);
- · strong personal qualities;
- special recent achievements
- the need for further education;
- What assignments can you take on in the near future?
- What are the interests within the organization?
- What is the highest position you could take in the organization?
- · what position can take in the near future.
At the same time, the usual data is also indicated: the date of employment, education, practical experience and knowledge, etc. Such a data bank is maintained not only for personnel, but also for managers at all levels.
The immediate supervisor is obliged to check this information at least once a year and report new information about this person to the personnel management service and his boss. This guarantees the constant replenishment of the card file, with the help of which, if necessary, you can immediately recommend the best candidate for a particular position.
Before starting work with a specific employee on career planning and development, HR professionals must determine the general principles career advancement based on HR strategy organizations.
The study of typical career programs, which are developed for various types of career advancement - vertical and horizontal, allows employees to navigate in matters of career advancement.
A career chart is a career model and includes the route of an employee's professional and official movements, usually depicted in graphic form, the direction and stages of his professional career, the approximate timing of transfer to the appropriate levels, as well as specific qualification requirements necessary for working in a particular position .
The development of typical career programs is preceded by a detailed analysis of the job structure of the organization and the study of the content of work for each position. Based on this study, the personnel management service develops several blocks (packages) of documents necessary for the implementation effective management career. The same documents can also be used to solve other personnel tasks (hiring and dismissal, certification, planning staff development, etc.).
The first block of documents - job qualification characteristics, job descriptions workers. They should present detailed information on the content of labor for each position and intra-position categories, indicating qualification requirements.
The second block - documents that define the requirements for the personality of the employee. These include professiograms of professions and positions (jobs).
The position professiogram can be defined as a ranking list of an employee's abilities - his personal characteristics (in order of their importance) necessary for the successful implementation of specific tasks. official duties. This is a kind of portrait of the ideal employee. The development of professiograms requires special knowledge and, as a rule, is carried out with the involvement of experts.
The third block is education and self-education programs. They describe the forms of education, the content educational programs, terms of preparation, the procedure for mastering the program material, which provide the acquisition of the required knowledge and allow you to develop certain qualities. These programs should provide methodological assistance in the choice of ways and means to ensure successful professional growth and contribute to the assertion of the employee in the opinion that his professional and official growth depends primarily on the level of his labor and cognitive activity.
The fourth block is a system for assessing the personal and business qualities of employees, including managers: attestations, competitions, qualification tests, which should confirm that an employee has the necessary qualifications and professionally significant personal qualities. Evaluation systems allow you to create professional personograms.
A personogram is a ranking list of the abilities of a particular person according to the degree of their development, developed, as a rule, on the basis of testing. Comparison of personograms and professiograms makes it possible to achieve an optimal correlation of employees and positions (jobs), that is, to satisfy the interests of both the organization and the individual employee.
Any person plans his future, based on his needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career development and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait out the time before entering a new, more promising job.
It should be noted that the problems of motivation and anti-motivation in the field of career have been studied very poorly.
In order to somehow identify this issue, let's single out a few career fragments.
Stage one. The novice leader, having worked very diligently in the position for two years, was not noticed during the next personnel movements. He was greatly hurt by this, as he had a sense of the need for a promotion.
In a career, the rules of the personnel game are very important, which are known to everyone and are steadily followed if the applicant has positive motivation. In doing so, two important questions should be kept in mind:
1. After what period of time should a person be promoted?
2. What if a person wants to move, but the organization does not have career opportunities?
Stage two. The head was consistently promoted to the next leadership positions, and then came the situation of the marginal position, which is characterized by a decrease in the number of managerial positions as you move up. In this case, the typical questions are:
1. What are the ways out of the situation when a person aspires even higher, and there is nothing higher than the position?
2. Are there any indicators of the rate of vertical promotion, the choice of which will allow you to manage the situation?
3. Can any other promotion methods be used along with the vertical lift?
Stage three. The head of the division was promptly nominated for higher position which he was counting on. However, after a while, he became disillusioned. A more detailed study of this situation showed the following.
First, satisfied career motivation turned into anti-motivation after some time for quite specific reasons.
Secondly, moving up or leveling up does not mean for a particular person that it will be financially more profitable and interesting than it was in the previous position.
Stage four. In some organizations, the career trial method is practiced - a person is offered to work for some time in a position that is regarded as a career. Practice shows that some career candidates refuse a real promotion to this position, while others enjoy the opportunity to “taste” the upcoming position.
Thus, a “temporary” career provides an opportunity for a person to feel himself in a career position for some time, his motivation.
For example, a person was offered to take the position of project manager for a period of 1 year. He did an excellent job with his tasks, and then asked for his former position. After 2 years, this situation repeated itself.
This specialist's career motivation had a pronounced short character. By his nature, he could not bear the so-called long-term leadership. Paradoxically, he considered a career in two directions: from the bottom up (specialist - leader) and always from the top down (leader - specialist).
This stage shows how different people's career motivation is. Career organization must take this diversity into account.
Apparently, there is a certain relationship between the horizontal and vertical promotion of workers.
Starting his career, a person with the appropriate motivation is quite sensitive to whether he is promoted horizontally or vertically. Further, this sensitivity is preserved, but a person begins to consider this or that position more selectively, since this selectivity is formed under the influence of a number of factors of internal and external properties. And if this selectivity is not satisfied, then the person begins an appropriate search on the side.
Of course, this dependence reflects only a certain motivational layer.
Situation five. The leader was systematically moved vertically, invariably noting the fact that he left all previous sections of work in perfect order and his former subordinates regretted the loss.
But not without the help of envious people and instigators, someone at the very top did not like this vigorous advance. And across the road of our leader was put forward an obstacle. But the person got into a career rage so much that he was forced to leave for another organization for a higher position. But something in his work did not work out as well as before. Over time, he cooled down, apparently realizing that he had reached the ceiling.
Probably, the person himself should listen to his inner adviser, wisely reminding him of the rule of a timely stop. Motivation "career for the sake of career" can lead to a loss of professionalism and negatively affect the psyche.
Stage six. In one organization, the manager got too carried away with the movement of personnel. No one worked for a long time in the same position, everyone "jumped on them like grasshoppers."
Such a “grasshopper” system has taught people to treat work in the next position as temporary. In fact, the work consisted in waiting for the next move.
This stage shows how the career has turned into its opposite with the appropriate motivation.
When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also pursues certain 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.
When applying for a job, a person must know the labor market. Without knowing the labor market, he can enter the first job that appeals to him. But she might not be what he expected. Then the search for a new job begins.
Even if a person knows the labor market well, looks for promising areas of application of his work and finds out that it is difficult to find a job for his knowledge and skills, since there are a lot of people who want to work in this area, as a result, strong competition arises. Having the opportunity for self-esteem and knowing the labor market, he can choose the industry and region where he would like to live and work. Proper self-assessment of skills and business traits involves knowing yourself, your strengths, weaknesses and shortcomings. Only under this condition can you correctly set career goals.
Here are some examples of career goals:
Engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;
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 simultaneously allows you to take care of raising children or housework.
Career goals change with age, as we change ourselves, as we grow in our skills, etc. Forming career goals is an ongoing process.
As already mentioned, one of the main conditions for a successful career is the right choice of profession. Choosing a profession is a task, the solution of which is based not only on taking into account the labor market situation and its individual changes. There are a number of factors that depend on each person specifically. Therefore, when choosing a profession, it is also necessary:
Correctly identify your professional inclinations;
Correctly assess your real abilities in order not to set too high or too low career goals;
Take into account the real opportunities for education, retraining and advanced training.
It is almost impossible to meet a person who is completely satisfied with his position. If such people exist, they lose interest in life, because they lack any aspirations and desires. In most cases, people always strive to achieve more than they have. Moreover, they really have the necessary potential for this. However, desire alone is not enough. It must be clearly understood that the realization of this desire will require complete devotion, the rejection of something habitual and the exertion of all spiritual and physical forces, possibly for a long time. If these factors are not foreseen in advance, all efforts may be in vain.
When choosing a career, a person usually stands at a crossroads between choosing a career as a self-employed person or a career as an employee. There are a number of tests to determine suitability for a particular type of career.
For those who are afraid of risk, it is better not to sail on the turbulent waves of entrepreneurship, but to choose a career as an employee. It does not exclude the possibility of growth and requires diligence in work, although the risk of losing everything is relatively small (there is still some danger - success depends not only on your ability and diligence, but also on the enterprise, on supply and demand, and on the vagaries of the market).
When an entrepreneur takes a conscious risk, he expects to justify it with a profit. An employee also has every right to take risks in a certain situation in order to achieve significant benefits for himself, but such a risk comes down most often to changing positions.
In any case, if you want to make a successful career, you need to rely only on yourself and completely trust yourself.
As already mentioned, each profession requires certain abilities and personal qualities that are necessary and highly desirable for successful activity. At the same time, even an absolutely complete coincidence of your qualities with those desirable for this profession does not yet make you ready-made specialists, since almost every specialty requires a certain level of knowledge and skills, i.e., professional qualifications.
Vocational education is thus a prerequisite for skilled work. At the same time, one should not forget that in modern world professional knowledge and skills become obsolete very quickly. Today, the demand for readiness and ability for retraining and advanced training sounds more and more insistently and louder. Without professional development, it is impossible not only to advance, but sometimes even simply to stay in one's place.
No one can take away the acquired knowledge from you. People who never stop learning are much more likely to succeed at work and in life in general than those who aren't bothered to increase their knowledge. Knowledge, as well as special skills, will help you reach the top in your business, be ready to change jobs and even professions, and become a truly happy, versatile and interesting person.
American economists K. Muran and F. Welsh in their study “Change professional structure and Demand for Skilled Labor” concluded that in Western countries there was a shift from less skilled and low-paid work to high-paying professions that require a lot of education.
According to the Hudson Institute project, by the year 2000 in the United States only 4% of new jobs (compared to 9% in the 1990s) were for low-skilled workers. With the development of the economy, accelerated professional growth and a high level of education, language, mathematical and scientific training will be required. Moreover, professions that require purely physical effort (loaders, etc.) are already dying out in the United States. In Germany, about 10% of the family budget is spent on education and training.
Of course, in our country today the situation is somewhat different. Among the registered unemployed, the percentage of people with higher education (especially women) is quite high. But it's not just about finding at least some work, but about making a career.
Women of pre-retirement age, who find themselves among the unemployed, despite their higher education, are most often an example of the inability to adapt to new attitudes to life, work, and career.
In addition, diplomas, if their holders do not have a constant desire to improve their qualifications, depreciate to a large extent.
Another difference in the Russian situation on the labor market is that you can succeed even in the absence of proper professionalism. For example, it is still not uncommon in both public and private trade to have salespeople who do not know how to work with customers, but by the standards of the West they can be classified as successful people.
But high-level sellers have already appeared that meet the most stringent requirements. A repairman for refrigerators or TVs has no doubt that there will always be a job in his specialty. But if he does not master new models and advanced technology, i.e., improve his qualifications, then even in such a reliable business you can “get overboard”.
As a result of the above, here are some tips for those who want to make a successful career:
1. If you are set for a career, you need not just a good, but a prestigious education. prestigious university- a great springboard for a career.
2. Is studying abroad worth it? If you are going to work abroad, it is advisable to get an education there as well. In the process of studying, you will make useful contacts, get comfortable in the country, etc. If you are going to work in your country, then an education received abroad will perfectly complement, but in no way replace higher education, which you will receive in your own country, since the specifics of our economy, finance, and culture are so significant that no foreign educational institution can provide the necessary knowledge.
3. Is it worth it to rush into a new type of paid universities promising international certificates, various benefits, etc.? It is necessary to check the availability of a state license for the right to conduct educational activities, talk to those who are already studying.
4. Be attentive and cautious to the various offers of intermediary services for education and work abroad. The presence of the words "university" and "college" in the name of the educational institution offered to you does not mean that its diplomas have the same validity as diplomas of higher education.
5. If you work, try to improve your skills at the expense of the organization. For example, one of the large firms engaged, in particular, in the development of a network of enterprises Catering in Moscow, recruited promising young people on a competitive basis, among which were graduates and undergraduates of economic universities. An opportunity was created for them in the course of work to study all the subtleties of this business, to improve English language and learn to drive.
6. If for one reason or another you cannot rely on your organization to provide you with such training, it would be wise to invest your own funds to obtain such professional skills, which are certainly useful and necessary for anyone who decides to create a successful career. This includes computer skills, fluency in a foreign language, possession of a driver's license and driving skills, as well as the acquisition of legal knowledge.
There are two types of career: professional and intraorganizational.
A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. An employee can go through these stages sequentially in different organizations.
Along with a professional career, an intra-organizational career should be singled out. It covers the successive change of stages of development of an employee within the same organization. Intraorganizational career is realized in three directions:
vertical- it is with this direction that the very concept of a career is often associated, since in this case the promotion is most visible. Under the vertical direction of a career is understood the rise to a higher level of the structural hierarchy;
horizontal- meaning either moving to another functional area of activity, or performing a certain service role at a level that does not have a rigid formal fixation in organizational structure(for example, acting as the leader of a temporary task force, program, etc.); centripetal– this direction least obvious, although in many cases very attractive to employees. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, and certain important assignments from management.
The planning and control of a business career lies in the fact that from the moment an 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 and 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.
For example, one form of career planning is the lifetime employment system common in Japan. This system emerged after the Second World War and proved to be viable and effective. The essence of the system is that a person, having received an education, goes to work in a company and works there until retirement. During this time, an employee can change several jobs, change the field of activity, advance in the service, and all this within the same company. The advantage of lifetime employment is that each employee in his thoughts directly connects himself with the company he works for, understands that personal prosperity depends on the prosperity of his company. The system creates confidence in the future, the employee is almost guaranteed against dismissal. However, lifetime employment has serious limitations: this system in Japan covers only 25-30% of workers in large companies. In case of deterioration financial position companies still carry out layoffs, job security agreements are not written in official documents.
Always keep in mind: planning also has limits. As you look to the future, don't forget the present.
Someone rightly remarked: “Life is what happens, but also how you make plans for the future.” Do not get carried away with plans for the future and do not miss the opportunities that exist today.
1. Name the professions that are in the greatest demand in your city, region, country.
2. What is meant by changes in the labor market?
3. What character traits help in finding a job?
4. What should be guided by when choosing a career?
5. What should be understood by the definition of "career"?
6. What methods allow you to determine the propensity for a particular profession?
40. Management of the professional career of personnel in the organization
Career Management- these are targeted actions to organize the processes of developing the knowledge, skills and abilities of an employee, his experience and ambitions to improve the performance and efficiency of the company. Career management involves achievement of the following goals:
formation, development and rational use of the professional potential of each employee and the organization as a whole;
ensuring the continuity of professional experience and culture of the organization;
achieving mutual understanding between the organization and the employee on the issues of its development and promotion;
creation of favorable conditions for the development and promotion of personnel within the organizational space, etc.
Career Management in this case includes three processes.
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Process |
Actions |
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Personel assessment |
Determination of requirements for employees holding positions (personal and professional qualities, knowledge, target indicators of professional efficiency, etc.); Determination of compliance of the existing level of professional development of personnel with the requirements |
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Determination of optimal career development paths in the enterprise |
Determination of optimal types of career for various specialties of the enterprise; Preparation of career plans for employees of various specialties; Determination of measures that contribute to the systematic development of personal and professional qualities of employees |
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Development of a career management process |
Regulation of the career planning process for employees; Creation of an employee training system: corporate training center, university, etc.; Creation of a process for regular assessment of the degree of professional development of employees; Creation personnel reserve |
Until recently, one of the main career management tools was career chart.It consisted of documented obligations of the administration for the horizontal and vertical movement of employees, as well as the obligations of the employee to improve the level of education, qualifications, etc. to achieve career goals.
There is no universal form of a career path, however the most common items in it are the following.
Employee personal information.
Position held.
Length of service in the position held.
Employee's personal career goals.
Opportunities for growth in the position.
The employee's work history in the company.
Information about training.
Certification results.
Skills, knowledge and abilities necessary for occupying a higher position.
The type and methods of training that must be mastered for entry into a new position.
The level of the personnel reserve for which the employee is assigned.
At career path method has its pros and cons. But it is worthy of attention, if only because it is the first of its kind to combine the bureaucratic approach to planning the career of employees with the results of their activities. The main forms of career movement. Main forms of career movement: promotion and rotation.Job growth- this is a replacement of a position of a higher level compared to the previously occupied one. rotation- this is the movement of an employee through positions located at the same level of hierarchies. Stages of career managementCareer management job employees consists from the following steps.
When hiring an employee, they are taught the basic rules of career planning.
The main career management tools are transferred to him: qualification requirements for positions, training programs, etc.
Building an individual career plan for the employee and coordinating it with the manager.
Implementation of the plan - performance of work, achievement of planned results, systematic development of knowledge and skills, transition from position to position.
The career management process is two-way. The object of management is to increase the value of the employee's human capital. In a situation where the subject is an employee, we are talking about managing a personal career; if the subject of management is an employer, about the management of a business career.
The concept of "career management" includes these two processes.
As for managing a personal career, when applying for a job, everyone should be able to realistically assess their business qualities, correlate their professional training with the requirements that the organization and their work put before them. The success of your entire future career will largely depend on this.
To avoid unattractive work, Special attention should be given to the study of the labor market. But even good knowledge of the labor market does not guarantee a job due to intense competition.
A correct self-assessment of one's skills and business traits is necessary, which involves knowing oneself, one's strengths and weaknesses. Only under this condition can one correctly determine career goals. The goal cannot be considered only the field of activity, a certain job, position, place on the career ladder. These are just reasons why a person would like to get a specific job, take a certain step on the hierarchical ladder of positions.
Career Goals:
– get a job or a position that would correspond to self-esteem, preferably in the locality, natural conditions which favorably affect the state of health and allow organizing good vacation;
- engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;
- have a job or position that pays well or allows you to simultaneously receive high side incomes;
- hold a position that enhances the professional capabilities of a person and develops them;
- have a job or position that is creative in nature;
- work in a specialty or occupy a position that allows you to achieve a certain degree of independence;
– have a job or a position that makes it possible to continue active learning;
- have a job or position that simultaneously allows you to take care of the upbringing of children or housework.
Career goals may change with age as qualifications increase, promotions, values change or revision, etc. It must be remembered that the formation of career goals is an ongoing process.
Among the models of the initial choice of a profession, the model of “fit” by J. Holland, according to which people choose a profession that best suits their personal qualities, has received the most recognition. For a person already employed in a particular area of activity, the following statement is true: the more the person corresponds to the profession, the more likely it is that he will remain in this area.
J. Holland identified six main personal orientations that determine the choice of careers to which people are most inclined:
1) realistic orientation - a tendency to engage in activities related to physical strength, manipulation of tools and mechanisms that require skill, strength and coordination.
For example, forestry, farming and Agriculture;
2) research orientation - a propensity for a career associated with introverted activity (thinking, organizing, interpreting) rather than affective (feeling, interpersonal communication and emotions). Examples are workers engaged in research activities;
3) artistic orientation - a propensity for a career that requires self-expression, artistic creation, expression of emotions and individuality. These are artists, musicians, artists;
4) social orientation - a propensity for a career that implies interpersonal rather than intellectual or physical interaction: diplomatic service, social work;
5) initiative orientation - a propensity for a career, which implies verbal activity associated with influencing others: managers, lawyers, press secretaries;
6) conventional orientation - a propensity for a career that provides a structured, regulated activity, as well as professions in which it is necessary that the subordinate compare his personal needs with organizational ones: accountants and bankers.
Most people have more than one orientation, and J. Holland believes that the more similar or compatible these orientations, the less internal conflict and the easier it is to make a decision about choosing a career. To illustrate this, he placed each kind of orientation in one of the corners of a regular hexagon (Figure 5.23).
Rice. 5.23. Career Choice
At the same time, the two closest orientations on the diagram correspond to the most compatible ones, and a person who has two orientations side by side will have fewer problems choosing a career. If the orientations turn out to be opposite (for example, realistic and social), a person may have many problems in choosing and building a career.
The most important determinant professional path of a person is his idea of his personality - the so-called professional "I-concept", which each person embodies in a series of career decisions. Professional preferences and career choices are an attempt to answer the question "Who am I?" At the same time, very often a person realizes his career orientation unconsciously.
Every person is characterized by a certain personal concept, talents, motivations, motives and values that he cannot compromise when choosing a career. Past life experience forms a certain system of value orientations, social attitudes in relation to a career and work in general, therefore, in a professional sense, the subject of activity is considered and described through a system of his dispositions, value orientations, social attitudes, interests and other socially determined motivations for activity.
An important element of the "I-concept" is the so-called career anchor - an interest or value that a person will never give up if he has to make a choice. According to E. Shane, the anchor of a career arises in the process of socialization based on and as a result of learning in the early years of career development. It is stable and can remain stable for a long time.
Based on research, several career anchors have been identified:
1) technical and functional competence;
2) managerial competence;
3) autonomy;
4) stability;
5) service;
7) integration of lifestyles;
8) entrepreneurship.
Let's characterize each of the career anchors.
1. Technical and functional competence. This orientation is associated with the presence of abilities and talents in a particular field (scientific research, engineering design, the financial analysis). A person with this orientation wants to be a master of his craft, to achieve success in the professional field, but quickly loses interest in work that does not allow him to develop his abilities. Such a person simultaneously seeks recognition of his talents, which should be expressed in a status corresponding to his skill. He is ready to manage others within his competence, but management is not of particular interest to him. Therefore, many in this category reject the work of a manager, and management is seen as necessary condition to advance in their professional field. This is usually the largest group in most organizations and ensures that competent decisions are made. In the field of merit recognition, the attitude of one's professional colleagues is valued. In remuneration, this group of people is oriented towards the criterion of external equality, that is, towards comparison with the remuneration of specialists of the same qualification. If wages meet this criterion, then the responsibility for the results of labor increases.
2. Managerial competence. In this case, of paramount importance is the orientation of the individual to the integration of the efforts of other people, the full responsibility for final result and linking the various functions of the organization. With age and work experience, this career orientation becomes stronger. Such work requires interpersonal and group communication skills, emotional balance in order to bear the burden of responsibility and power. A person with a career orientation in management will consider that he has not achieved his career goals until he takes a position in which he can manage various aspects of the enterprise's activities - finance, marketing, production, development, sales. The criterion for the advancement of these people is "results", that is, specific merits or measurable results of activities. The most important form of recognition is promotion to a position with greater responsibility. This position is evaluated through a combination of rank, rank, salary, number of subordinates, the size of the budget for which this person is responsible, the importance of the job site for the future of the organization, etc.
3. Autonomy (independence). The primary concern of a person with this orientation is liberation from organizational rules, regulations and restrictions. Such a person does not want to obey the rules of the organization ( workplace, time, uniforms) has a strong need to do things in his own way, at his own pace and by his own standards. From his point of view, organizational life imposes too severe restrictions on him, so he prefers to pursue a more independent career. If this orientation is strongly expressed, then for the sake of maintaining his independence, the person is ready to refuse promotion or other opportunities. Such a person may work in an organization that provides a reasonable degree of freedom, but will not feel strongly committed or committed to the organization and will reject any attempt to limit his autonomy.
4. Stability. This career orientation is driven by the need for security and stability so that future life events are predictable. There are two types of stability: the stability of the place of work and the stability of the place of residence. The stability of the place of work implies finding a job in an organization that provides a certain period of employment, has a good reputation, and takes care of its employees after dismissal. A person with this orientation shifts the responsibility for career management to the organization, while he is ready to make geographical movements depending on the needs of the company. A location-oriented person commits himself to a geographic region and only changes jobs or organizations when it prevents him from moving. Stability-oriented people may be talented and hold high positions in the organization, but preferring a stable job, they will refuse promotion if it threatens risk and inconvenience, even if there are good opportunities for growth.
5. Service. The core values of this orientation are “working with people”, “serving humanity”, “helping people”, “the desire to make the world a better place”, etc. A person with this orientation has the opportunity to continue working in this direction, even if he has to change place of work. He will not work in an organization that is hostile to his goals and values, and will refuse promotion or transfer to another job if this does not allow him to realize the main values \u200b\u200bof life.
6. Challenge. The main values in this type of career orientation are competition, victory over others, overcoming obstacles, solving difficult problems. Man is oriented to challenge. The social situation is most often viewed from a win-lose perspective. The process of struggle and victory is more important to a person than a particular field of activity or qualification. Novelty, variety and challenge are of great value to people with this orientation.
7. Integration of lifestyles. A person is focused on the integration of various aspects of the lifestyle. He does not want his life to be dominated only by his family, or only by his career, or only by self-development. He strives to ensure that all this is balanced. Such a person values his life as a whole more than a particular job, career or organization. He is most attracted to the flexibility and choice offered by the organization: the possibility of free movement, flexible schedule work, part-time work, etc. It is geared towards an organization that respects personal and family concerns.
8. Entrepreneurship. A person strives to create something new, overcome obstacles, is ready to take risks. He does not want to work for others, but wants to have his own business, create financial well-being. The creative ability of the entrepreneur is aimed specifically at creating new organization, product or service that can be identified with its productive efforts. He seeks to build his own career, self-centered, seeking public recognition. The entrepreneur will continue his business, even if at first he will fail and he will have to take serious risks.
In table. 5.37 presents American data (sample - 2000 people) collected by E. Shane, and Russian data obtained by L.G. Pochebut and V.A. Chiker (sample - 400 people). On the whole, Russians are characterized by a more even distribution of grades across all career orientations. In the American sample, the career orientation toward “professional competence” is most pronounced, which is not the leading one in the Russian sample. The same trend is visible in the choice of career orientation to "management". Significant differences were found in the choice of such career orientations as "service", "challenge", "integration of lifestyles" and "entrepreneurship" - they are more preferred in the Russian sample.
Table 5.37 Frequency of choosing different career orientations (in %) 
At present, the need to adapt to changes in the outside world has become a personal problem for most people. Changes in technology, organizational structures, changes in the market, in industrial relations accelerate and deepen every year. People have the opportunity to engage in their development throughout their lives. However, not everyone wants to do this, preferring to use old knowledge and experience, and therefore inevitably lagging behind life.
Self-development - continuous process. Numerous studies have shown that ideas of individual development accompany success in management. Individual development depends not only on the acquisition of new skills and knowledge, but also on the elimination of various kinds of restrictions.
Individual development of a person begins with an analysis of their capabilities. At the same time, it is necessary to study one's own potential, one's nature, one's inner doubts, the causes of timidity, since they have a significant impact on a person's behavior and his sense of satisfaction from his actions.
M. Woodcock and D. Francis identified eleven potential limitations of manager's self-development:
1) inability to manage oneself: inability to fully use one's time, energy, skills; inability to cope with the stresses of modern managerial life;
2) vague personal values: the lack of a clear understanding of them; the presence of values that do not correspond to the conditions of modern business and private life;
3) fuzzy personal goals: lack of clarity about the goals of one's personal or business life; having goals that are inconsistent with the conditions contemporary work and life;
4) stopped self-development: lack of mood and receptivity to new situations and opportunities;
5) lack of skill to solve problems: the lack of a strategy necessary in making decisions, as well as the ability to solve modern problems;
6) lack of creativity: lack of ability to generate and use new ideas;
7) inability to influence people: insufficient ability to provide participation and assistance from others or influence their decisions;
8) insufficient understanding of the characteristics of managerial work: lack of understanding of the motivation of employees; outdated, inhumane or inappropriate ideas about the role of the leader;
9) weak leadership skills: lack of ability to achieve high results in the work of subordinates;
10) inability to teach: lack of ability or desire to help others develop and expand their capabilities;
11) low ability to form a team: the inability to promote the development and increase the effectiveness of working groups and teams.
Promotion depends not only on the personal, professional and business qualities of the employee, but also on objective conditions:
1) the highest point of a career - the highest position that exists in a particular organization under consideration;
2) career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;
3) position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the employee is at the current moment of his career;
4) an indicator of potential mobility - the ratio (in some specific period of time) of the number of vacancies at the next hierarchical level to the number of people employed at the hierarchical level where the employee is located.
On a note
Personal Career Management
Career management rules
Do not waste time working with a non-initiative, unpromising boss, become necessary to an initiative, operational leader;
Expand your knowledge, acquire new skills;
Prepare yourself for more highly paid position, which becomes (or will soon become) vacant;
Make a plan for the day and for the whole week, in which leave space for your favorite activities;
Remember that everything in life changes: you, your knowledge and skills, the market, the organization, the environment, to appreciate these changes is an important quality for a career;
Your career decisions are almost always a compromise between desires and reality, between your interests and the interests of the organization;
Never live in the past: firstly, the past is not reflected in our memory as it really was, secondly, you cannot return the past, do not allow your career to develop much faster than others;
Quit as soon as you are sure it is necessary;
Think of the organization as a labor market, but don't forget the external labor market;
Do not neglect the help of the organization in finding a job, but in search of a new job, rely primarily on yourself.
Management of the organization / Ed. Z.P. Rumyantseva, N.A. Salomatina. – M.: INFRA-M, 1995.
Business career management consists in the fact that from the moment an employee is accepted to the enterprise and until his intended dismissal, it is necessary to organize his systematic horizontal and vertical movement through positions and workplaces.
Career planning is the definition of career development goals and ways to achieve them.
At the same time, the path to achieving career goals is a sequence of positions in which it is necessary to work out before taking the target position, as well as a set of funds necessary to acquire the required qualifications (training, internships, etc.).
The basis of career planning is a career chart - a document containing an idea of what path a specialist must go in order to obtain the necessary knowledge and master the necessary skills for effective work at a specific location.
The career path consists of two parts. The first part contains a list of positions, arranged in a sequential chain in ascending line, that an employee can occupy throughout his career path, indicating the terms of holding positions in years. The second part includes a description of the types of training that an employee needs to undergo on a career path, indicating the periods of training.
Career development refers to the actions that an employee takes to implement his plan. The benefits of career development planning and management for an employee are:
– 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 own life;
- the possibility of targeted preparation for future professional activities;
- Increasing competitiveness in the labor market.
The benefits of the organization are:
- it receives motivated and loyal employees who associate their professional activities with this organization;
– it is possible to plan the professional development of employees, taking into account their personal interests.
One of the most important problems in planning an employee's career is to achieve a match between the employee's desire and the organization's ideas about how his career should be built. In the absence of purposeful work in this area, opportunities for integration and mutually beneficial development are lost. An example of a solution to this problem is the synergistic career planning model of K. Burns and K. Magnus (Fig. 5.24).
Rice. 5.24. Synergistic career planning model
The model contains three levels: philosophical, strategic and practical. At the same time, it is important to achieve a relationship between the growth of an employee's career and the development of the organization. Employee career planning will be ineffective if the organization itself does not develop and does not include personnel development in its strategic plans as one of the prerequisites for survival in competitive environment. The decoding of the three levels of the model for the employee and the organization is presented in Table. 5.38.
Table 5.38 Career planning levels 
Another model for managing the process of coordinating individual and organizational career planning - the partnership model for career planning and development - is offered by S.V. Shekshnya (Fig. 5.25). Partnership involves the cooperation of the following parties:
– an employee (responsible for planning and developing his own career);
- leader (acts as a mentor);
– personnel management services (consultations, general management).
Rice. 5.25. Career planning and development process
The preparation of a career development plan is associated with the determination by the employee of his own professional interests and methods for their implementation, i.e. the positions (positions) that he would like to occupy in the future. At the same time, the manager and the personnel management service provide assistance to the employee to determine their own capabilities and shortcomings, methods of development.
An important step is to evaluate the progress made. It is carried out periodically, as a rule, with certification (although it can be divorced in time), during a meeting between the manager and the employee and then confirmed by the personnel management service. The result of the discussion is an adjusted career development plan.
Particular attention should be paid to the management of an employee's career at his first appointment. According to G. Dessler, it should be based on the following principles:
1) avoiding the impact of reality. For an employee, this is a period during which he must develop a sense of confidence, learn to get along with the leader, take responsibility and understand his abilities, career needs. For many people who get their first job, this is a catastrophic period of confrontation between their expectations and reality (“reality shock”);
2) providing an interesting first task. One study of young AT&T managers found that the more responsible tasks an employee had in their first year at the company, the more effectively they perform in subsequent years;
3) providing hires with a credible job description (as a cushion against reality);
4) providing a newcomer with a qualified and demanding leader: the greater the trust and expectations in relation to the employee, the better he performs his duties;
5) periodic change of activity (rotation), allowing the employee to assess his abilities and preferences;
6) career-oriented assessment;
7) Encouraging career planning.
As a result of studying chapter 7, the student should
Know:
- - basic concepts of business career management technology
- - separate stages of business career formation and their content
- - modern approaches to the implementation of a modern career
Be able to:
- - develop the philosophy and concept of business career technology in the organization in accordance with the goals of the organization
- - use the principles of corporate social responsibility in the development and implementation of business career building programs in the organization
Own:
- - conceptual apparatus for managing the business career of personnel
- - techniques and methods of service and professional promotion of personnel
- - skills in developing and organizing the application of modern methods and technologies for managing a business career
Business career as a technology of professional development
The factor of success in life, according to most of our contemporaries, is the achievement by a person of a high position in society, which is associated not only with material opportunities and power, but is primarily the result of a fruitful and purposeful professional career (M. Yu. Konovalenko, S. D. Reznik).
However, in modern conditions, when the socialization of the individual, the acquisition of the desired social status, depend on its integration into professional and labor activity, the process of forming a professional career becomes contradictory and complex. Modern society characterized by a high level of differentiation, differences in socio-economic status, education, income lead people to implement different strategies of behavior in the professional and labor sphere. The difficulties of building a professional career also lie in the fact that the system of value orientations and norms that form professional work ethics is in the process of transformation. There is no universally recognized value of labor, work, achievements in professional activity in society.
The semantic field of "career", in the definition of respondents, is usually revealed in such concepts as "professional growth", "promotion, salary, status", "self-development", "self-affirmation", "self-realization", "success" (as respect and recognition of others), "status" and "money" (as a visible confirmation of a successful career).
The concept of "career" at the same time has everyday meaning and scientific significance in management and psychology. In French"carriere" means: field; profession; quarry. In Spanish, "saggega" means: treadmill; the movement of the stars; route; race; field; profession, etc. The context of "career" in Russian is different - life path, achievement, goals, ladder, promotion, career growth.
Ozhegov S.I. gives the definition: "occupation, the path to success, a prominent position in society, the achievement of a high position"".
Ivantsevich D. M., Lobanov A. A.: "an individually perceived sequence of changes in attitudes, attitudes and behaviors related to work experience and length of service during a working life" .
Sotnikova S.I.: "an individually conscious attitude and behavior associated with the accumulation and use of increasing human capital throughout a person's working life."
Marshal G.: "the roles through which the individual passes during the period of working life, acquiring prestige associated with social mobility"
Heneman X.: “sequence of positions through which an employee passes with one employer”(Sotnikova S.I. Career management. M., 2001).
Generally career can be understood as the result of a professional or official position the life of the individual.
A person acts as a subject of activity for a long time, and one of the forms of activity is his professional activity. The concept of "career" was formed in the context of the study of organization and organizational behavior. A professional career is usually defined as a person's work experience that develops over time (Arthur, Hall, Lawrence 1989). The concept of "career" is used in different senses. Career in the narrow sense - ascent in the service hierarchy; in a broader sense, ascent in the social hierarchy. A career in a broad sense should be considered not only promotion, but also enrichment and gaining fame. Success in any of these areas contributes to success in others. In the concept of a career, one can distinguish between objective (a sequence of positions and jobs) and subjective components (a person's perception of his career, comparing it with the careers of other people and determining its meaning).
A career can also be understood as a life path in general, not necessarily leading to a higher position. Research in this area is quite diverse; careers are studied in the context of the activities of politicians, teachers, athletes, entrepreneurs, and civil servants. The subject area of study is quite wide - career motivation is being studied (D. Me Clelland, 1975;
D. G. Winter, 1988), setting career goals (A. D. Kibanov, 1998; A. S. Guseva, 1998), mechanisms of the career process (S. Osipov, 1968; D. T. Hall, 1968; A. S. Guseva , 1998), the possibility of managing the career of personnel in the organization (D. T. Hall, 1976; E. Shane, 1990; A. D. Kibanov, 1995; I. D. Ladanov, 1997, etc.), factors contributing to successful development individual career (P. Lambing, 1994; J. A. Clauzen, 1981; J. Hunt, 1997; A. A. Derkach, 1996; E. A. Mogilevkin, 1998; M. V. Safonova, 1999, etc.), formation and development of personality in the course of career advancement (A. K. Markova, 1996; E. G. Moll, 2000; A. A. Derkach, 1996; D. E. Super, 1971).
Approaches to career research depend on goals. There are several theoretical approaches to career issues - coordinating approaches, phenomenological approaches and approaches from the standpoint of development and decision-making, subject-activity approach.
Coordinating Approaches - these are theories and methods based on differential psychology and situational theories; the latter include the structural approach, the contextual approach, and the socialization approach. Differential Approaches is a short-term consulting and staffing approach that emerged from working with veterans returning to civilian life and trying to find employment in a peacetime environment.
Situational theories - when the socioeconomic status of the parents is taken into account, sometimes serving as an important determinant of the future adult professional status of the child, although young people themselves lay the foundation for gaining their own independent socioeconomic status and independently moving up the career ladder through their studies.
Phenomenological approaches are based on self-concept theory, which focuses on the individual as the subject of decision-making, recognizing that self-concepts are not concepts of the self in a vacuum, but of the self in a situation. This approach was in keeping with the spirit of the times in the 1950s and 60s.
Developmental approaches are conditioned by the fact that growth is a stage of childhood during which self-concepts are formed, however, identifications with key figures, fantasies and eidos of childhood predominate in ideas about professions.
Decision-making approaches originated in the 1970s, are based on the concept of decision style, each of which can be used at a certain point in time by a given person, even if they are more context- or content-oriented styles.
Domestic subject-activity approach allows considering career orientations in interconnection, which are an act of consciousness, career plans, actions aimed at the implementation of career orientations.
For career counseling, it is important to understand the importance of the factors influencing career development. For effective building career requires a conscious adequate choice of the direction of professional development. For this, the projected future demand for the profession is taken into account; personal abilities and inclinations, possible career paths (administrative, creative, political, etc.), conditions for obtaining education (cost, etc.). When choosing a profession, the following circumstances should be taken into account: the complexity or simplicity of the work functions performed, the prevalence of the profession, the demand for work and professional activity, the range of possible positions; choice of residence. Of particular importance in choosing a modern career is the level of remuneration in various professional fields, which depend on various factors (significance for society, proximity to the budget, the specific situation of workers, a shortage of specialists, etc.).
Career management is implemented through the company's career policy and career management regulations (instrumentally, career regulations).
A career in an organization is understood as the result of a conscious position and behavior of a person in the field. labor activity associated with official or professional growth. A person builds a career, the trajectory of his movement himself, in accordance with the characteristics of intra- and extra-organizational reality, and most importantly, with his own goals, desires and attitudes.
Professional career - the growth of knowledge, skills and abilities. A professional career can go along the line of specialization (deepening in one chosen at the beginning of the professional path, the line of movement) or transprofessionalization (mastery of other areas of human experience, rather associated with the expansion of tools and areas of activity).
The meaning of the term "business career" is based on the semantics of the word "business", meaning, first of all, a certain occupation (labor activity that gives a particular person a livelihood). Thus, a business career is a career in any field of human activity in the case of a person using his labor as a source of necessary income.
A business career is an individually conscious, conditioned by life-changing views, positions, behavior and experience, a sequence of personal development goals structured in job, professional, status or monetary terms, and the process of achieving these goals as a result of work activity used to generate income. The progressive advancement of a person in his chosen professional activity is characterized by a change in skills (the acquisition of new ones and the improvement of previously learned ones), the development of abilities, qualification opportunities. In addition, a business career means achieving new statuses in the professional environment, a certain fame in one's professional community, raising wages, expanding benefits, bonuses and benefits.
The typology of a business career should be carried out primarily according to those criteria that are basic for the analysis of the "employee - employer" system. Therefore, due to the various functions of management employees and other employees, as well as entrepreneurs, as combining both of these incarnations in one person, there are several classifications of business careers.
The place of a working person in the system of managerial relations makes it possible to single out several types of careers.
Professional career involves specialization in professional management activities Therefore, achieving a professional career is understood as becoming a high-level specialist, for example, a doctor who has made a career as the best cardiac surgeon in his region. This type business career is characterized primarily by expanding the set of specialized knowledge
and skills, growth of professionalism, professional skills, achievement of the heights of art in the chosen profession. Considering modern tendencies, the main problem of a professional career is the contradiction between the need for an employee to deepen and, accordingly, narrow the area of his special knowledge as his professionalism grows, and the likelihood of losing the demand for professional knowledge and professional skills due to changes in the situation on the labor market.
Administrative or managerial career- specialization in professional management activities, the achievement in a career is the movement through managerial positions, from the head of a department to the head of a company. Career stages are formally distinguished, i.e., more structured: they are determined primarily by the position, its place in the structure of the organization and the number of subordinates. Accordingly, the stages of professional growth usually correspond to the steps of official growth. In each managerial position, due to the specifics of managerial work and the complexity of human nature, there are practically unlimited opportunities for the development of managerial skills, the limitations lie within the needs and abilities of a person.
Entrepreneurial career- the development of her business, it implies both a professional and managerial career. The theory and practice of management indicate that not all people can independently organize and run a successful business (their own business), that is, be entrepreneurs. Entrepreneurship involves working in conditions of risk and requires a person to have certain psycho-physiological and business qualities related to management. On the other hand, an entrepreneurial career is built on professional growth.
Transitions from one business career to another are possible, for example from a managerial to an entrepreneurial career.
Intraorganizational career, i.e. a career within the same organization can itself be structured. It covers a successive change in the stages of development of an employee within the same organization and is implemented in two main directions: vertical (ascent to a higher level of the organizational hierarchy) and horizontal (moving to another functional area of activity or performing a certain service role at a level that does not have a rigid formal consolidation in organizational structure). For example, the expansion or complication of tasks at the previous job level can also be attributed to the fulfillment of the role of a leader. A centripetal career is a variant of an intra-organizational career, which means moving to the core of the organization's management without changing the position, for example, an employee gaining access to informal sources of information, trusting relationships, and certain important assignments from management. In many modern organizations there are restrictions in career movement due to limited positions.
The career of a working person has two directions: horizontal and vertical careers.
Horizontal career path - this is an increase by an employee of a professional level in his position and assignment to him as a result of a higher qualification category. In other words, this is capacity building through the expansion of competencies, the deepening of skills. Qualification category is assigned either on the basis of the results of a planned certification, or upon achieving high performance indicators or effective mentoring.
Vertical career path is to promote the employee on the steps of the career ladder, a gradual increase in his status. To do this, in addition to a high level of proficiency in a specialty, it is necessary to have organizational skills, learn and constantly engage in self-education. This path is for those who aspire to professional growth and intend to occupy higher positions.
The ongoing changes in the positions held entail an ever-increasing responsibility and payment. A business career reaches its pinnacle in different ways.
Movement along a career, from the point of view of A.P. Egorshin, can have several configurations, which are metaphorically divided into types: a springboard, a ladder, a snake.
The trajectory of movement along a career of the "springboard" type suggests that the occupation of the highest position occurs quickly enough and the person stays in it for a long time, sometimes until retirement.
The type of career is determined by a person's response to organizational conditions, and in the type of career "ladder" promotion is characterized by progression, the occupation of the highest position occurs at the peak of labor activity. At the top of a career, a specialist peaks in terms of professional skills and knowledge, but over time, performance decreases, as does the ability to mobile thinking. A person has accumulated the necessary competencies that are of value to the company, so a specialist is usually used in consulting positions.
The snake career is characterized by successively occupying various positions within the company at a horizontal level. As a result, the specialist is familiar with the "kitchen" of the company and with the transition
for leadership positions is able to effectively manage, knowing the features of the functioning of the company.
Job progression of activities within the organization can be expressed in terms of speed, sequence of positions held, perspective orientation (to expand influence or maintain positions) and the personal meaning of job promotion.
E. Moll, on the basis of these factors, singled out characteristic types of career":
- - super adventurous career (dramatic change and rapid expansion of influence), adventurous (skipping official levels or changing areas of activity);
- - traditional (gradual in mastering skills and gaining experience and contacts);
- - consistently-crisis (constant adaptation to change);
- - pragmatic (preference for the simplest ways to solve career problems, changing areas of activity depending on socio-economic, technological and marketing changes);
- - outgoing (retention of the position held);
- - evolutionary (with the growth of the organization, the growth of the individual and his influence) career.
The movement of a person in a profession and organization is associated with the development of a person. Career development - increasing competitiveness in order to achieve the goals of the organization and personal goals.
A business career has phases associated with the search and realization of oneself in the profession, on the one hand, the development of a professional, and the search and realization of oneself in a particular organization. These two processes are interconnected.
An 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, care.
E. A Klimov highlights next phases of professional development, which can be used in managing a business career, based on the knowledge of psychology: optant, adept, adaptant, internal, master, authority, mentor.
Option phase. At this stage, it is important for a person to choose the main type of professional activity. In some cases, this is not the first choice for a person, but rather a change in professional activity associated with a change in the situation on the labor market, adjustment of interests, and life circumstances. The duration of the period is different and depends on the complexity of the choice, features professional sphere. The duration of the stage is also affected individual characteristics person.
For the first place of work, this is often the age period of 18-22 years, and it is associated with obtaining a higher or secondary vocational education. A real career begins from the moment of enrollment in the staff of the organization; within the framework of this stage, the foundations of the future specialist are laid. But the period of training itself, the passage of practices, is also important, since at the beginning of the labor path the basic professional attitudes, habits regarding the work schedule are formed, the basic rules of vertical and horizontal communications, primary general professional skills are formed.
Adept phase is present in a novice worker, characterized by the processes of primary development of the profession. Depending on the profession, this can be a long-term or very short-term process (for example, a simple briefing).
adaptation phase, addictive young specialist to work. It is during this period (23-30 years) that the employee makes the first mistakes, the correction and accounting of which lead to the formation of skills, qualifications are formed, self-assertion occurs and there is a need to establish independence.
Internal phase characterizes an experienced worker who is free to use skills, able to form new ones on the basis of old ones. The employee is able to act independently, reliably and successfully cope with the main professional functions. This phase is characterized by acceptance and respect from colleagues at work and in the profession.
mastery phase, which is characterized by the ability to solve problems of various levels of complexity. The worker recognizes simple, typical and modified conditions of professional tasks, some of which only he can do. If there are several jobs in an employee's career, the employee is able to easily transfer previously formed skills to new conditions.
In terms of age stages, this is the stage of adulthood, characterized by stability (30-40 years). This period of professional development is characterized by the division of employees into promising and unpromising. Some learn general skills and stop in the development of their careers, for others it is a period of further movement in professional and organizational careers. A complex system of goals that exists for a particular person, in this case an employee, is manifested in the features of setting and implementing professional goals. Or fixing and maintaining what has been achieved, or further development, careful career planning, training, acquiring skills that complicate professional skills.
In a difficult situation, when the organization cannot offer further career development, the lack of promotion prospects can put a person in a situation of tension. At the same time, the age of "middle life" is supplemented by the presence of psychological problems associated with the reassessment of the close environment, with the natural restructuring of the body, which leads to a crisis. In this situation, active learning, mastering related skills helps to solve the existential problems of a professional worker and allows you to move on to the next phase.
Authority phase (40-50 years), like the mastery phase, stems from the previous phase. The master is known in the professional environment, has formal qualification indicators. This phase is characterized by the ability to perform unique skills. To work effectively in an organization, it is important to find ways to adapt to the situation and decide how to live on.
mentoring phase. Developed level of skill, ability and willingness to transfer the accumulated experience. At the same time, there may be a direct demonstration of skills, there may be a story about the features of the performance of functions. At the stage of maturity (50-60 years), a person has usually already created a niche for himself in the world and professional environment, and all his efforts are aimed at maintaining what has been achieved.
The final stage of a career(after 60 years) - preparation for retirement, parting with active professional activities.
At different stages of a business career, a person satisfies various needs (A. Ya. Kibanov). At the initial stages of a career, job search is associated with orientation in one's needs and possibilities. If a person finds this type of activity, the process of self-affirmation of him as a person begins, he takes care of the safety of existence. In the period of formation, development of the profession, self-affirmation occurs and there is a need to establish independence. This age is associated with the creation and formation of a family, so often the need for wages does not correspond to the level of qualifications. Further career development leads to the need for self-affirmation, achieving a higher status and even greater independence, self-expression as a person begins. The peak of improvement and qualification is its increase as a result of vigorous activity and special training. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself and others who have reached their position through honest work. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, there is an increasing interest in other sources of income (for example, participation in profits, capital of other organizations, shares, bonds). The end-of-career crisis is characterized by a decrease in job satisfaction, psychological and physiological discomfort. At the same time, self-expression and respect for oneself and other specialists reaches the highest point for the entire career period. They are interested in maintaining the level of wages, but seek to increase other sources of income that would replace their wages of this organization when they retire and would be a good addition to the pension benefit.
In the career development theory of D. Super and D. T. Hall, it is assumed that The professional cycle of a person consists of six main stages: research, reality testing, experimentation, settling in, holding in, and falling off. Career identification is based on organizational characteristics and I-concept of a particular person. The model of D. Hall presents the so-called plateau in career development, when a person achieves mastery and stops both in professional and career development. The passage of each stage is reinforced and justified by the employee with the help of a personal growth plan. In parallel with the development of the structure and stages of a career for a specific situation, the management of the organization creates a carefully thought-out and strictly differentiated system of motivation for the professional and career growth of an employee.
The issues of career management in an organization pose the task of understanding not only the stages of development of a specialist, but also such issues as the relationship between personal and professional.
In career theory, J. L. Holland described 6 dimensions of the relationship between personal orientations and professional environments: realistic, intellectual, social, conventional, entrepreneurial and artistic. Understanding a person's orientations helps to manage a career, as it allows you to connect the interests and motives of the employee with the ability of the organization to coincide with or take into account these interests.
An internal assessment of a successful and unsuccessful career occurs by comparing the real state of affairs with personal goals and claims of a person, and the external one is based on the opinions of others, position, status, and influence. These assessments may not correspond to each other, and then the ground is created for the development of an intrapersonal conflict, which is fraught with the most adverse consequences.
E. G. Shane identified 3 main career models in organizations:
- a) an engineering-type career with a need for promising opportunities that involve getting more high earnings and promotion;
- b) a career of a scientific type, focused rather on internal incentives associated with the tasks being solved;
- c) a purely professional career. Research shows that the value people place on promotions is affected by both the prior orientation of employees and their subsequent professional socialization.
According to E. Shane, value orientations in a career are important: professional competence, management, autonomy (independence), stability, stability of the place of residence, service, integration of lifestyles, entrepreneurship. Value orientations determine the direction and speed of a career in general and a career in an organization.
Egorshin A.P. Personnel management. N. Novgorod, 1997.
