Career is the result of a conscious position and behavior of a person in the field of work, associated with official or professional growth.

A career - the trajectory of his movement - a person builds himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes.

There are several fundamental trajectories of a person's movement within a profession or organization that will lead to different types of careers.

Professional career - the growth of knowledge, skills and abilities. A professional career can go along the line of specialization (deepening in one line of movement chosen at the beginning of the professional path) or transprofessionalization (mastery of other areas of human experience, rather associated with the expansion of tools and areas of activity).

Intra-organizational career is associated with the trajectory of a person in the organization. She can go along the line:

· vertical career- job growth;

· horizontal career - promotion within the organization, for example, work in different departments of the same level of hierarchy;

centripetal career - promotion to the core
organization, control center, ever deeper inclusion,
into decision-making processes.

When meeting with a new employee, the HR manager must take into account the stage of the career that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Imagine a brief description of the stages of a career in the following table:

To assess the characteristics of a person, optimize the choice of a field of professional activity at the beginning of a professional path, it is important to take into account the type of personality of a person choosing a field of activity. The most operational for this purpose is the typology of personalities by J. Holland:

Career choice

Although according to Holland's concept one of the types always dominates, a person can adapt to conditions using strategies of two or more types.

The closer the orientations (sectors in a circle) of the dominant and the second (third) orientation, the closer the personality types. Given the content of dominant and non-dominant orientations, one can choose those activities that are closer to a person and in which he will be more successful. If the dominant and following orientations are far from each other, it is more difficult to choose a career.

Another typology that can be used to choose a career is the typology of E. A. Klimov. All activities are divided by subject of labor:

Type P - "man - nature", if the main, leading object of labor is plants, animals, microorganisms.

Type T - "man - technology", if the main, leading subject of labor is technical systems, material objects, materials, types of energy.

Rice. 1 Typology of personalities by J. Gollupd

Type H - "man - man", if the main, leading subject of labor is people, groups, teams, communities of people.

Type 3 - “a person is a sign”, if the main, leading subject of labor is conventional signs, numbers, codes, natural or artificial languages.

Type X - “a person is an artistic image”, if the main, leading subject of labor is artistic images, the conditions for their construction.

An HR manager is usually faced with an already determined professional, but it is important to know how a person made his choice. The following main situations of choosing a profession can be distinguished:

The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement, within the framework of another profession, might not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the professional development phases - periods of mastering activities.

In accordance with the phases of professional development, there are:

optant (option phase). A person is preoccupied with questions of choice or a forced change of profession and makes this choice. There can be no exact chronological boundaries here, as in relation to other phases, since age characteristics are set not only by physiological, but also by multifaceted conditions of culture;

adept (adept phase). This is a person who has already embarked on the path of commitment to the profession and is mastering it. Depending on the profession, this can be a long-term or very short-term process (for example, a simple briefing);

adaptant (phase of adaptation, getting used to work by a young specialist). No matter how organized the process of training a particular professional in an educational institution, it never fits “like a key to a lock” for production work;

internal (internal phase). An experienced worker who loves his work and can quite independently, more and more reliably and successfully cope with the main professional functions, which is recognized by his colleagues at work, by profession;

master (ongoing mastery phase). An employee can solve both simple and the most difficult professional tasks, which, perhaps, not all colleagues can handle;

authority (the authority phase, like the mastery phase, is also summed up with the next one). A master of his craft, already well known in the professional circle or even outside it (in the industry, in the country). Depending on the forms of certification of workers adopted in a given profession, he has certain high formal indicators of qualification;

The stages of professional development can be represented by the following scheme:

Career planning is one of the areas of personnel work in an organization, focused on determining the strategy and stages of development and promotion of specialists.

This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, the strategy and plans for its development, which is expressed in the preparation of a program for professional and job growth.

The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional to occupy a certain position in the organization, is a career chart, a formalized idea of ​​​​what path a specialist must go in order to obtain the necessary knowledge and master the necessary skills to work effectively in a particular location.

Career planning in an organization can be handled by the HR manager, the employee himself, his immediate supervisor (line manager). The main career planning activities specific to different planning subjects are presented below:

career conditions.

Promotion is determined not only by the employee's personal qualities (education, qualifications, attitude to work, system of internal motivations), but also by objective ones, in particular:

Among the objective conditions of a career:

The highest point of a career is the highest position that exists in
the particular organization in question;

career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;

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 individual is at a given moment in his career;

an indicator of potential mobility - the ratio (in
some specific period of time) the number of vacancies for
next hierarchical level to the number of persons employed at that
hierarchical level where the individual is located.

Depending on the objective conditions, an intra-organizational career can be promising or dead-end - an employee can have either a long career line or a very short one. The HR manager, already when accepting a candidate, must design a possible career and discuss it with the candidate based on individual characteristics and the specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.

Human resource management is an essential aspect of any organization. At each stage in the development of an organization, human resources managers face special challenges.

At the formation stage, the most important issues are the design of the organizational structure, the calculation of the need for personnel, the analysis of activities and the formation of criteria for evaluating candidates for work. At this stage, the formation of HR strategy, personnel service and storage systems and work with personal information, that is, personnel documentation. It should be noted that organizations often neglect these activities, citing the priority position of other tasks, which is wrong.

At the stage of intensive growth, personnel management is aimed at forming personnel- attracting and hiring candidates, assessing and adapting newcomers. It is at this stage that the formation of the corporate culture of the organization, that is, a special intra-organizational atmosphere, takes place. Corporate culture fixes the main tasks of internal integration, that is, the creation of the integrity of the organization.

The stabilization stage is characterized by the diversification of production, the search for new market segments, and the search for ways to reduce costs. This also applies to the personnel department, so all the activities that it carries out are aimed at effectively using the staff. At the stage of stabilization, the most significant issues are the assessment and intensification of labor, certification of personnel, the formation personnel reserve, development of a labor incentive system.

A decline in an organization may be due to a growth crisis, a maturity crisis, or a crisis itself. The decline stage requires work to reduce staff, assess human resources potential and develop a personnel restructuring program. It is very important in this situation to orient employees to change.

The process of absorption of one organization by a larger one is dangerous because the staff may be in opposition to the new manager, therefore, it is very important to take a number of measures to prevent this.

Business career and service-professional advancement play an essential role in personnel management. Career management should begin immediately after the admission of a new employee to the organization. The planning and control of a business career consists in the fact that from the moment the employee is accepted into the organization and until the proposed dismissal, his systematic horizontal and vertical promotion through the system of positions or jobs should be organized.

Distinguish between professional and intra-organizational careers. It is necessary to know the essence of each type of career, goals, opportunities for implementation in a particular organization, the conditions for their interaction, the principles of organization of career management, as well as methods (tools) of career management.

You should also understand the essence of the main stages of a business career: preliminary, stage of formation, advancement, preservation, completion and retirement stage of a career.

The process of planning a business career is closely related to the formation of a personnel reserve, the purpose of which is to predict the sequence of personal promotions, relocations and layoffs of specific employees. Personnel reserve plans are drawn up in the form of replacement schemes leadership positions organizations. In other words, the replacement scheme is a variant of the organizational structure development scheme, focused on specific individuals with different priorities. Replacement schemes are developed by personnel management services. It is necessary to pay attention to the main stages of the formation of a personnel reserve, the criteria for selecting candidates for the reserve, the sources of formation of the reserve, the internship and its organization, the duties of the intern and his supervisor.

When studying the problems of laying off personnel, one should, first of all, pay attention to the fact that work with dismissed employees in modern organizations is a very significant (both from the production and personal points of view) function, supported by a well-established organizational mechanism for its implementation. Staff release planning is considered as component personnel planning and along with the termination of admission to vacant jobs, timely relocation and retraining of personnel allows for flexible regulation of the intraorganizational labor market.

Planning work with leaving employees is based on the classification types of layoffs depending on the degree of voluntary departure of employees from the organization (dismissal at the initiative of the employee, dismissal at the initiative of the employer, retirement). The main task of personnel management services when working with dismissed employees is the maximum possible mitigation of the transition to a different production, social, personal situation, identifying the real reasons for dismissal.

When employees leave on their own initiative, an important management tool is the “final interview”, during which the departing employee is asked to give the true reasons
layoffs, evaluate various aspects production activities (psychological climate, management style, growth prospects,
objectivity business evaluation, wages, etc.). main goals
"the final interview" are: analysis " bottlenecks» in the organization, trying to influence the decision of the employee if necessary
about dismissal, remove mutual claims.

When an employee is dismissed at the initiative of the administration (due to staff reductions, closure of organizations, etc.), it is advisable to implement a set of measures in order to overcome the problems that arise during dismissal. The main emphasis should be
be made on the transfer of notices of dismissal to the employee and consultations on a new vocational guidance, looking for a new job.

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

Career as a system. If an enterprise is systematically engaged in career planning for employees, this means that modern principles of a personally oriented personnel policy are used there. modern structure career as a production system includes six main positions:

" Travel space". We are talking about career opportunities on the part of the enterprise through the "supply" of positions and employment, which depends on organizational structures, staff schedules and forms of the career itself or, in sports terms, "treadmills".

Reasons and grounds for moving. We are talking about the possibility of filling vacancies, about the emergence of vacancies themselves that appear when posts are vacated, as well as when a certain situation is created around still occupied posts. There are many reasons for the appearance of vacancies, for example, the creation of a position for a specific person who needs to be released from his current position.

Movement directions. There are three directions: vertical, horizontal (rotation) and horizontal, forward-thinking project team.

Movement profiles. They arise in the case of stability of the position taken and are characteristic of large enterprises with a stable hierarchy and fairly numerous homogeneous (homogeneous) positions. Career here is determined only by the position on the hierarchical ladder, i.e. this is a variant of vertical movement, but with the preservation of the profile of duties. It is not possible for small businesses.

Travel frequency and advancement speed. We are talking about a professional career, for example from an economist to a chief economist. It is determined by the time employees spend in their positions and depends primarily on the barriers that exist between the level of the hierarchy, as well as on the functional distinctions between related areas of work.

Activity level enterprises in solving employee career issues. It involves holding events in order to activate all the main characteristics of a career as one of the employee development systems. This position depends on legal regulation, the size of the enterprise and the dynamics of its development.

One approach to systematizing a potential career move is the so-called "Personal Resource Portfolio", developed using development potential performance criteria based on the results of a survey of 55 managers at various career phases.

guiding forces should occupy positions in which they have a reasonable chance of success and freedom of action.

" Lovers to ask questions contribute to the development and identification of problems of the organization.

Work executors are valuable in that they see the prospect of development at least of their position and can contribute to success.

As regards the so-called "fellow travelers", then they work inefficiently, but with a conniving leadership style in a bureaucratic organization, they can disguise themselves as effective performers, imitating employment and high performance. If an organization reaches a critical mass of "fellow travelers", personal conflicts begin in it and questions about work disappear, because no work itself.

Guided by the Human Resources Portfolio, employees can reflect on their place in the organization and understand the reasons for their career situation. The movement can occur as a result of a person’s own decision, however, if the position in the organization regarding such a decision is negative, then he, having sufficient activity, is looking for ways to realize career goals in another enterprise or directs his energy to change his position in this enterprise. If an employee has reached the heights of his own potential in career matters, then he directs energy to non-productive goals, to search for a situation in which the remaining development potential can be used.

A number of career researchers include another variable in the HRP concept - "position mobility". This refers to the use of the potential of the oriented direction, for example, if there is a need for a managerial career. In this case, individual measures are developed to analyze the situation and improve the abilities of the employee.

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

production goals. In general, such goals are strategically indicated due to the fact that with the help of career planning, the business and economic optimization of the enterprise is investigated. Business optimization can be driven by career decisions that achieve the perfect balance between job requirements and employee qualifications. If several candidates apply for one vacancy, then the choice of one of them should be guided by production goals that may conflict with the individual goals of the rest of the employees.

Solving employee career problems also includes economic optimization. Optimum correspondence between the requirements of jobs and the qualifications of employees enables better use of the potential of the individual and contributes to the economic growth of the enterprise. Obviously, career planning contributes to productivity, employee motivation and improves their personal development.

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

The structure of career motives is interesting, obtained as a result of surveys of 2,500 managers of Western firms who answered the question: "What could have prompted you to change your current position?" The results of the survey were as follows:

higher income (42%);

greater competence and influence (38%);

greater independence (31%);

activities without instructions from above (26%);

better development opportunities (23%);

greater workplace safety (11%).

Age occupies a large place in the structure of career motives. The results of research are such that about half of the managers of mature age consider their career or professional aspirations to be vital. Among young executives, only 23 hold this point of view. %.

Suggestions of possible career paths (forms of "treadmills"). Career opportunities are determined, firstly, by the hierarchical structure of the enterprise and, secondly, by the economic condition of the enterprise. Career incentives can be:

delegation of competence and responsibility to lower levels, formation of autonomous working groups;

use of rotation;

enterprise restructuring;

active work with the personnel reserve;

use of the practice of understudies of managers;

creation of project teams;

a career without a managerial position.

Career planning process. The best option for the career planning process is the full compliance of production goals with individual ones, when an employee manages to occupy one of the positions in the production hierarchy in accordance with the structure of his capabilities, and the enterprise creates the necessary conditions for their implementation.

If individual needs in a career and its production system do not match, then for both parties there may be negative consequences, expressed in the fact that career-supporting personal potential is not realized in the results of work in the best way. Then there are "questioners" and "difficult employees" Compromise in this case may be competition between employees in the process of group work, the effectiveness of which depends on interpersonal relationships acquiring the character of conflicts.

Negative consequences can be prevented or reduced if the goals of employees and the enterprise are identified, brought into line with each other, and only after that, activities are planned taking into account the production requirements of individual goals. For this, it is proposed to carry out certain actions that create a career plan from the integrated components of personnel planning (personnel plan) (Fig. 6.5)

The process of cooperation is not limited to the formulation of chains and their coordination. It also includes responsibility for the activities of the plan, and also involves joint activities aimed at achieving common goals. Positions occupied by them and the time they work in them have a huge impact on the development of personnel.

When planning individual careers, the planning horizon is determined, which is necessary due to the dynamics of career requirements for positions, functional areas and levels of the Board.

The success of career planning is provided by:

the principle of performance;

careful analysis of the chances for promotion;

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

knowledge of the "portfolio" of the individual's resources.

As such, career plans are complex entities, so there can be multiple paths to progress towards each planned position. An enterprise, represented by, for example, the head of the personnel department, develops several alternative ways of promoting it “for an employee”.

With simultaneous planning of several careers for a number of positions, the method of pairwise comparisons and tabular decision analysis can be used.

Often, when planning a career, the “senior” principle is used, when age, experience, length of service at a given enterprise, parents, and marital status are taken into account. This principle finds application mainly in highly bureaucratic institutions, where the achievement of production goals is possible only if this principle does not contradict the qualifications of the employees for whom the career is planned. The “senior” principle is adhered to by employees focused on safe work.

The career plan of employees has a positive impact on the success of the enterprise only if the following requirements are met when compiling it:

objective assessment of compliance with the qualifications of the position;

compliance of the planned positions with the goals of personal development;

continuity of planning, taking into account changed circumstances;

the relationship between career and life path phases.

Often the careers of employees are planned by their managers. In this case, we are talking 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 Management is a scientifically substantiated rational determination of the terms of holding positions, taking into account the wishes and capabilities of employees. This is the management of the development of personnel in the direction necessary for the organization.

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

In many firms, business career planning is mandatory. It consists in defining goals and ways leading to their achievement. Career development refers to the actions that an employee takes to implement his plan.

Business career management rules represent the principles of individual behavior in planning and implementing career growth.

To effectively manage your business career, you need to make personal plans. A personal career life plan consists of three main sections: assessment of a life situation, setting personal career goals, and private goals and action plans.

Career development creates certain advantages for the employee and for the organization: for the employee - job satisfaction, increased competitiveness in the market, the ability to plan professional growth, and high employee loyalty, reducing staff turnover and increasing productivity back and forth for the organization.

Within the framework of the personnel management system, a block is formed business career management functions, who perform: directorate, personnel management service, heads of functional units, consulting centers, trade union committees.

Career planning- this is the management of personnel development in the direction necessary for the organization, characterized by drawing up a plan for the horizontal and vertical promotion of the employee through the system of positions or jobs, starting from the moment the employee is accepted into the organization and ending with the alleged dismissal from work.

In the planning process, three parties are taken into account: worker-nickname - responsible for his own career; leader - being a mentor of an employee; Department human resources- managing the process of career development of an employee in the organization.

Benefits of Career Planning:

1) a higher degree of job satisfaction in the organization;

2) increase in material well-being and living standards;

3) a clearer vision of personal professional prospects and the ability to plan other aspects of one's own life;

4) the possibility of targeted preparation for future management activities;

5) increasing competitiveness in the labor market.

career planner- This is a specialist in the personnel management service, drawing up schedules for job promotions of employees up to retirement. The schedule includes: increase wages, raising the educational level, maintaining qualifications, retraining.

There are several stages of career planning management:

1. Training of a new employee, based on the planning and development of his career.

2. Develop a career development plan. At the same time, the employee defines his needs, designates the positions that he would like to take, and correlates them with the capabilities of the company.

3. Implementation of a career development plan, which depends on:

Reserve of work in the position held;

Professional and individual development;

Effective partnership with the leader;

Prominent position in the organization.

4. Evaluation of the achieved result. It is usually held once a year. Based on the results of the assessment, the career development plan is adjusted.

The career development process is determined by the following indicators:

Staff turnover. Staff turnover is understood as the movement of the labor force, due to the dissatisfaction of the employee with the workplace or the dissatisfaction of the organization with a particular employee;

Job promotion;

Occupation of vacant key positions;

Conducting surveys of employees involved in career planning and development.

A reflection of career planning in an organization is a career chart. Careergram is a graphical description of what should or is happening to people at various stages of their careers. Career charts for specialists and managers, as a rule, are based on the results of special scientific research in interested organizations. Career planning is an individualized process, since each person has his own system of values, interests, work and personal experience.

Business Career Management is a set of activities carried out personnel service organization, planning the organization, motivation and control of the employee's career growth, based on the goals, needs and capabilities of the organization and the employee himself.

Career management activities increase the employee's commitment to the interests of the organization; increase labor productivity; reduce staff turnover and more fully reveal a person's abilities.

Career management mechanism personnel - a set of means of influence and personnel technologies that ensure the management of the professional experience of personnel in the organization, the implementation of its career strategy.

The planning and control of a business career consists in the fact that, starting from the moment an employee is accepted into the organization and ending with the alleged dismissal from work, it is necessary to organize his systematic horizontal and vertical promotion through the system of positions or jobs. The 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.

One form of career planning is the lifetime employment system common in Japan. This system arose after the Second World War and proved its viability and efficiency. The essence of the system is that a person, having received an education, goes to work in a company and works there until he retires. 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 Japanese firmly believe that the manager should be a specialist capable of working in any part of the company, and not performing any separate function. Climbing up the corporate ladder, a person should be able to look at the company from different angles without staying in one position for more than three years. Many Japanese leaders worked in unions early in their careers. As a result of this policy, the Japanese leader has a much smaller amount of specialized knowledge, which in any case will lose its value in five years, and at the same time has a holistic view of the organization, backed up by the same personal experience.

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 extremely important to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs.

The employee must know not only ϲʙᴏ and prospects for the short term and long term, but also what indicators he must achieve in order to count on promotion.

- one of the areas of personnel work in the organization, focused on determining the strategy and stages of development and promotion of specialists.

Career planning is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, strategy and plans for its development, expressed in the preparation of a program of professional and job growth.

Career advancement is determined not only by the personal qualities of the employee (education, qualifications, attitude to work, the system of internal motivations), but also by objective ones, in particular:

• career high point- the highest position that exists in the specific organization under consideration;
• career length- the number of positions on the way from the first position occupied by an individual in the organization to the highest point;
• position level indicator- the ratio of the number of people employed at the next hierarchical level to the number of people employed at the hierarchical level where the individual is at the moment of his career;
• indicator of potential mobility- the ratio (in a certain specific period of time) of the number of vacancies at the next hierarchical level to the number of persons employed at that hierarchical level where the individual is located.

Career planning in an organization can be handled by the HR manager, the employee himself, his immediate supervisor (line manager)
It is worth noting that the main career planning activities specific to different planning subjects are presented below.

career line

An employee can either have a long career line or a very short one. The HR manager, already when accepting a candidate, must design a possible career and discuss it with the candidate based on individual characteristics and the specifics of motivation. It is important to note that the same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities. Material published on http: // site

Business Career Management

Business Career Management- ϶ᴛᴏ a set of activities carried out by the personnel department of organizations for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as based on goals, needs, opportunities and socio-economic conditions organizations.

Everyone is also involved in the management of her business career individual worker. Business career management allows you to achieve the employee's devotion to the interests of the organization, increase labor productivity, reduce staff turnover and more fully reveal the abilities of a person.

Business career planning

Any person plans their future based on their needs and socio-economic conditions.

When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also pursues certain goals, it is extremely important for the hired person to be able to realistically assess ϲʙᴏ and business qualities. A person must be able to correlate ϲʙᴏ and business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on ϶ᴛᴏgo.

When applying for a job, a person must know the labor market. Having the ability to self-esteem and knowing the labor market, he can select the industry and region where he would like to live and work. Correct self-assessment of their skills and business traits involves knowing oneself, her strengths, weaknesses and shortcomings. Only under this condition can one correctly set career goals.

Career management should start at the time of hiring. When applying for a job, you are asked questions that set out the requirements of the employing organization. Do not forget that you should ask questions that meet your goals, form your requirements.

When managing a career in the process of work, it is extremely important to remember the following rules:

• do not waste time working with a non-initiative, unpromising boss, become necessary for an initiative, operational leader;
• expand ϲʙᴏ knowledge, acquire new skills; prepare yourself to take more highly paid position, which becomes (or becomes) vacant;
• get to know and appreciate other people important to your career (parents, family members, friends);
• 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 occupations and skills, the market, the organization, environment), to evaluate these changes is an important quality for a career;
• your career decisions will almost always be a compromise between desires and reality, between your interests and the interests of the organization; never live in the past: firstly, the past is shown in our memory not as it really was, and secondly, you cannot return the past; do not allow your career to develop much faster than others; quit as soon as you are sure that ϶ᴛᴏ 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 employment, but in search of new work trust yourself first.

In order to effectively manage your business career, it is extremely important to draw up personal plans.

In a number of organizations, within the framework of the personnel management system, block of business career management functions. These functions are performed by: directorate, personnel management service, chiefs functional departments management apparatus of the organization, trade union committees, consulting centers.

Effective career management has a positive impact on the performance of the organization.

The movement of personnel on the professional ladder

Service and professional promotion - a series of progressive movements through various positions, contributing to the development of both the organization and the individual.

Movements can be vertical and horizontal. This is the sequence of various steps proposed by the organization (positions, jobs, positions in the team), which the employee can potentially go through.

Service and professional promotion system - a set of means and methods of promotion of personnel used in various organizations.

In management practice, two types of promotion are distinguished: promotion of a specialist and promotion of a manager. The latter, in turn, has two directions: the promotion of functional managers and the promotion of line managers.

1. Promotion or qualification, when an employee fills a higher position, and the worker receives a new rank.
2. Relocation, when an employee is transferred to another equivalent workplace (workshop, department, service) due to production needs or a change in the nature of work.
3. Downgrading, when, due to a change in his potential, an employee is transferred to a lower position or, based on the results of certification, to a lower rank for a worker.
4. Dismissal from the enterprise, when the employee completely changes his place of work due to dissatisfaction with working conditions or lack of employment.

The initial data for organizing the movement of personnel will be:

• career models;
• decision of the attestation commission;
• enterprise philosophy;
• staffing of the enterprise;
• job descriptions;
• personal files of employees;
• orders of the director of personnel matters;
• employment contracts of employees, regulations on remuneration.

The movement of personnel is organized strictly in ϲᴏᴏᴛʙᴇᴛϲᴛʙii with personnel policy personally by the director at small enterprises or his deputy for personnel at large and medium-sized enterprises. Implemented by the HR department. If the movement of personnel occurs spontaneously - as a result of the dismissal of employees, from time to time, to fulfill the desire of the director, then the effect of a systematic placement of personnel is small. Only a uniform and purposeful movement of personnel gives a real social effect.