Who is responsible for implementing the career development plan? Modern problems of science and education. Need help with a topic

02.06.2020

Introduction

Each person at some point begins to seriously think about his future, about his future career. Knowledge about what a career is, what types and models of career exist, how to manage a career, as well as knowledge of one’s abilities, weaknesses and strengths help him choose a job in an organization that provides him with opportunities for professional growth and a better standard of living; get more a high degree job satisfaction; more clearly represent personal professional prospects, plan other aspects of life; purposefully prepare for future professional activity; increase competitiveness in the labor market.

The relevance of this term paper is due to the need of any person to plan their future, based on their needs and socio-economic conditions.

The process of planning an individual career begins with the identification of needs, interests, potential opportunities. On this basis, taking into account the perspectives of the organization and objective personal data, the main career goals are formulated.

The purpose of my term paper is to give a clear and understandable idea of a career, its types, stages. And also consider the existing types and models, approaches to planning, development and career management in the first chapter, and in the second chapter - an analysis of candidate selection methods.

1) Career planning and development in modern organization. 1.1) Career: concept, types, stages.

Career (from French Carriera - life path) is the result of a conscious position and behavior of a person in the field labor activity associated with official or professional growth.

The choice of a career is one of the most important decisions that a person makes in his life, since a person's achievements in a particular field of activity depend on the correspondence between his personality and the nature of his work, as well as on the combination of personal expectations in the field of personal career with the possibilities of the organization .

The concept of career exists in a broad and narrow sense.

In a broad sense, a career is a sequence of professional roles, statuses and activities in a person's life. The result of a career is high professionalism, the achievement of a recognized professional status. The criteria for professionalism may change during a person's work activity.

In a narrow sense, a career is an official promotion, the achievement of a certain social status in professional activities, the occupation of a certain position. In this case, a career is a path of career advancement consciously chosen and implemented by an employee, striving for the intended status (social, official, qualifying), which ensures the professional and social self-assertion of the employee in accordance with his level of qualification.

The essential component of the concept of career is promotion, that is, moving forward. In this respect, a career is a process defined as passing through, a sequence of system states.

A career combines such areas of activity as improving the level of professional, personal, general cultural development, activities for self-presentation, self-promotion, the formation, strengthening and maintenance of the necessary connections that help ensure that real internal growth is noticed, rightfully appreciated among the employee, and reflected in the form of external growth (promotion, wages). Full-fledged career development is impossible without the assistance of a career environment aimed at providing the necessary conditions for growth and realization of the growing potential of the individual.

A career has its own driving motives, starting from which a person makes active efforts in order to achieve specific goals. These motives include:

· Autonomy.

· Functional competence.

· Safety and stability.

· Managerial competence.

Entrepreneurial creativity.

The need for leadership.

· Life style.

· Material well-being.

· Ensuring a healthy environment.

Career motives usually change with age and skill development.

Kinds career(in organizational aspect): Fig. one

Career intraorganizational means that a particular employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, support and development of individual professional abilities, retirement. A particular employee goes through these stages sequentially within the walls of one organization. This career may be specialized and non-specialized.

Career interorganizational (professional) means that a particular employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, support and development of individual professional abilities, retirement. The employee goes through these stages sequentially, working in various positions in different organizations. This career may be specialized and non-specialized.

career vertical- a vertical career is understood as an ascent to a higher level of the structural hierarchy (promotion, which is accompanied by a higher level of remuneration).

Career horizontal- a type of career that involves either moving to another functional area of \u200b\u200bactivity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure. The concept of a horizontal career does not mean an indispensable and constant movement up the organizational hierarchy.

Career step- a type of career that combines elements of horizontal and vertical types of career. The promotion of an employee can be carried out by alternating vertical growth with horizontal, which gives a significant effect. This type of career is quite common and can take both intraorganizational and interorganizational forms.

Hidden career- the type of career that is the least obvious to others. It is available to a limited circle of employees, usually with extensive business connections outside the organization. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that are inaccessible to other employees, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, confidential appeals, and certain important assignments from management. Such an employee may hold an ordinary position in one of the divisions of the organization. However, the level of remuneration for his work significantly exceeds the remuneration for work in his position.

In the psychological aspect, the following types of career are distinguished:

· Situational career. A career by chance, there is no need to take into account any “career planning factors” in advance, they “will come” in due time and will force you to make decisions about personnel movements and appointments.

· Career "from the boss". Delicately, this type of career is called "dependent", and in a more precise and figurative language, "servant", "sycophantic", "server". Those who are interested in it involuntarily form a system of work "under the boss", a system of influence on assessments and decisions that are pleasing to themselves and negative for rivals.

· Career "from the development of the object." A situation where an employee's career is, as it were, in his own hands.

· Self-employed career. Some people work so professionally that this professionalism in itself “paves” its way into the “official jungle”. This pressure of professionalism is almost impossible to resist if it is valued in this system.

· Career "on corpses". Here, career interests so prevail in his life that he stops at nothing in his desire to go the shortest way to the desired position. "Corpse Careerist" uses various methods and methods of destroying those who interfere with him on the "career road".

· system career. This type is considered the most important feature of the modern level of personnel management. Its main ideas are:

o link the various components of a career into a single whole;

o create an organizational foundation for career planning:

o not succumb to the influence of random factors, opposing them with a systematic approach and systemic means;

o to train personnel officers for the qualified development of a systematic career, the use of modern forms and methods of career management, "career technologies".

Career stages.

A career is a long process. It goes through a series of successive stages in which a person satisfies his needs (table 1). In order for a person to be able to adequately distribute his forces for the entire period of his career, to predict possible ups and downs and not be afraid of the latter, it is important to know the characteristics of the stages of its development:

Career stages	Age, years	Goal Achievement Needs	moral needs	Physiological and material needs
Preliminary	up to 22	Study, tests at different jobs	The beginning of self-affirmation	Existence security
Becoming	up to 30	Mastering work, developing skills, forming a qualified specialist or manager	Self-affirmation, the beginning of achieving independence	Security of existence, health, normal wages
Promotions	Up to 45	Career advancement, acquisition of new skills and experience, qualification growth	The growth of self-affirmation, the achievement of pain independence, the beginning of self-expression	Health, high wages
Save	Up to 60	The peak of improving the qualifications of a specialist or manager. Improving your qualifications. Youth education	Stabilization of independence, growth of self-expression, beginning of respect	Increasing wages, interest in other sources of income
Completions	After 60	Preparing for retirement. Preparing for your shift and for a new activity in retirement	Stabilization of self-expression, growth of respect	maintaining wage levels and increased interest in other sources of income
pension	After 65	Taking on a new species activities	Self-expression in a new field of activity, stabilization of respect	Pension, other sources of income, health

Table 1

1.2) Models and types of career.

Allocate universal career models. These models are able to describe most of the possible trajectories of a person in a company.

1. Career "springboard" widespread among managers and professionals. The life path of an employee consists of a long climb up the career ladder with a gradual increase in his potential, knowledge, experience and qualifications. And then "ski jumping" due to retirement. The "springboard" career model for a line manager is shown in fig. 2.

2. Career model "ladder" provides that each step of a service career is a specific position that an employee occupies for a fixed time, for example, no more than 5 years. This period is sufficient to enter into new position and work with full dedication. With the growth of qualifications, creativity and production experience, the manager or specialist rises through the ranks (Fig. 3). Each new position the employee takes after advanced training.

3. The "snake" career model. It provides for the horizontal movement of an employee from one position to another by appointment with each occupation for a short time (1-2 years). Before becoming a director of an enterprise, the manager works as a deputy director for personnel, commerce and economics for 6-9 years and comprehensively studies important areas of activity. The "snake" career model for a line manager is shown in fig. four.

If the rotation of personnel is not observed, the "snake" career loses its significance and may have Negative consequences, because some workers with a predominance of melancholic and phlegmatic temperament are not disposed to change the team or position and will perceive it very painfully.

4.Crossroads career model implies, after a certain period of work, the manager or specialist undergoes a comprehensive assessment (certification), based on the results of which a decision is made to promote, move or demote. In its philosophy, this is an American career model focused on the individualism of a person.

Consider a career "crossroads" for a line manager (Figure 5).

Today, there are other divisions into types of careers. Factors according to which a career should be considered:

the speed of advancement;

the sequence of positions held;

prospective orientation, which implies a higher position;

The personal meaning of promotion.

Based on these factors, 8 characteristic types careers:

Super adventurous career. High speed of promotion, expansion of influence. Super adventurous careers can be divided into two types:

1) random - based on a successful combination of circumstances (a person was in the right place at the right time);

2) joint - the basis is promotion with a stronger leader or ensuring rapid promotion for children, family members, friends.

adventurous career. It involves skipping two job levels at a sufficiently high rate of promotion or a significant change in the field of activity.

Traditional (linear) career. Gradual promotion upwards, sometimes skipping one step or a short demotion is possible. This type of career allows a specialist to master necessary knowledge, skills and abilities, accumulate sufficient experience in interacting with people and influencing them. The success of promotion depends on the specifics of management development planning within the organization.

Sequential-crisis type of career. It is typical for periods of revolutionary change, when a person must constantly adapt to change. The impossibility of adaptation reduces the official level.

Pragmatic (structural) career type. Representatives of a pragmatic career prefer the simplest ways to solve career problems. They change fields of activity, organizations depending on socio-economic, technological and marketing changes. Movements are carried out within the same class of management, preference is given to personal interests.

Outgoing career type. Career completed. Moving down is unlikely, and moving up is impossible. The main task of the leader is to hold the position. The focus here is on personal interests.

Transformative Career Type. characteristic high speed promotion, expansion of influence, which can be both gradual and spasmodic. A career is built either in a new field or industry, or it is based on an outstanding idea.

Evolutionary career type. Along with the growth of the organization, there is an official growth of the individual, the growth of his influence. Here he is focused on further promotion, there is a combination of public and private interests.

1.3) Planning and development

Career planning consists in determining the goals of the employee's professional development and the ways leading to their achievement. The implementation of a career development plan presupposes, on the one hand, the professional development of an employee, i.e. the acquisition of the qualifications required to occupy the desired position, and on the other hand, the consistent employment of positions in which work experience is necessary for success in the target position.

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

Potentially higher degree of satisfaction from working in an organization that provides him with opportunities for professional growth and a better standard of living;

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

the possibility of purposeful preparation for future professional activity;

· Increasing competitiveness in the labor market.

The organization receives the following benefits:

· motivated and loyal employees who associate their professional activities with this organization, which increases labor productivity and reduces labor turnover;

the ability to plan the professional development of employees and the entire organization, taking into account their personal interests;

· Career development plans for individual employees as an important source for determining training needs;

a group of people interested in professional growth, trained, motivated employees for promotion to key positions.

The realization of these and other benefits has prompted the management of many organizations to create formal systems for managing the career development of their employees.

The main task of planning and implementation is to ensure the interaction of all types of careers. This interaction involves the implementation of a number of tasks, namely:

Achieving the relationship between the goal setting of the organization and the individual employee;

Ensuring career planning is focused on a specific employee in order to take into account his specific needs and situations;

Ensuring the openness of the career management process;

Elimination of “career dead ends”, in which there are practically no opportunities for employee development;

Improving the quality of the career planning process;

Formation of visual and perceived criteria for career growth used in specific career decisions;

Studying the career potential of employees;

Providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;

Determination of career paths, the use of which could satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

1.4) Career management

Active career management in modern dynamic conditions is one of the key conditions for an employee to achieve professional and life success.

At a famous business school, on the first day of class, students were asked who had written down the milestones and goals of their personal careers. Only 3% of them raised their hands. After 10 years, it is these 3% who have achieved more financial success than all the rest combined.

The need for career management is due to its important role in human life, the activities of the organization, as well as in the development of society as a whole.

Career management issues present stage:

· Growth of competition for sales markets.

· Complication of technologies used in production.

· High level of staff education.

· Reluctance to maintain traditional hierarchical relationships.

· Stress, pressure and uncertainty in most forms of life of the organization and society.

Erosion of traditional values.

Blurred personal goals and values.

Any organization, including careers, is reflected primarily in certain documents, which include:

· Position about career;

· Actual career patterns:

Career plans.

The leader formulates the needs of the company in the development of an employee, often acts as a mentor in the process of managing his career. The employee himself bears the main responsibility for the successful development of his own career. After all, he is the one who puts his plan into action every day. And the personnel management service coordinates the entire process of career management.

Consider how each individual employee can manage his business career.

One of the main conditions successful career is the right choice of profession, which largely determines the fate of each person. Sociological studies show that approximately 50% of satisfaction or dissatisfaction in life is associated with a favorite or unloved job, and the remaining 50% - with well-being or trouble in family relationships. And for most men, the first is more important, women - the second.

The American psychologist D.L. Holland proposed his theory of career choice. In his opinion, the choice of a career is an expression of personality, and not a random event, where "chance" plays a role. He believes that a person's achievements in one form or another of a career depend on the correspondence between personality and environment.

Holland identifies six types of people:

1. Realistic - people with athletic or mechanical abilities like to work with objects, machines;

2. Research - people who love to observe, learn, explore, analyze, decide;

3. Artistic - people who like to work in non-formalized situations, using their rich abilities of intuition, creativity, imagination;

4. Social - people who are skilled in speeches, who love to work with people, purposefully avoid systematic activity, including mechanical;

5. Entrepreneurial - people who like to influence, manage people for organizational or economic benefits;

6. Standard - people who like to work with facts, data, have the ability to calculate and calculate, following instructions.

According to another typology, which can be used to choose a career, all activities are divided by subject of labor:

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

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

Type H - "man - man": the leading object of labor - people, groups, teams, communities of people.

Type 3 - "man - sign": the leading object of labor - conventional signs, numbers, codes, natural or artificial languages.

Type X - "a person - an artistic image": the leading subject of labor is artistic images, the conditions for their construction.

In addition, we can highlight the main situations in which a person makes a choice of profession:

1) Tradition: the question of choice did not arise due to tradition, customs.

2) Chance: the choice happened by chance due to some event.

3) Duty: the choice of a profession is connected with the idea of duty, of one's mission, vocation or obligations to people.

4) Target selection: the choice is associated with a conscious determination of the goals of professional activity, based on an analysis of real problems and ways to solve them (until the moment of choice, he knows about his future professional activity). An HR manager is usually faced with an already determined professional, but it is important to know how a person made his choice.

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 relate his business qualities with the requirements that the organization, his work, puts before him. The success of his entire career depends on this.

Proper self-assessment of your skills and business traits involves knowing yourself, your strengths, weaknesses and shortcomings. Only under this condition can you correctly set career goals.

The goal of a career cannot be called a field of activity, a certain job, position, place on the career ladder. It has deeper content. Career goals are manifested in the reason why a person would like to have this particular job, to occupy a certain step on the hierarchical ladder of positions. Career goals change with age, and also as we change ourselves, as our qualifications increase, etc. Forming career goals is an ongoing process.

Examples of career goals include:

Engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;

Get a job or position that meets self-esteem, in an area whose natural conditions favorably affect the state of health and allow you to organize a good vacation:

To occupy a position that enhances opportunities and develops them;

Have a job or position that is creative in nature:

To work in a profession or hold a position that allows you to achieve a certain degree of independence:

Have a job or position that pays well or allows you to simultaneously receive large side incomes;

Have a job or position that allows you to continue active learning;

Have a job or position that simultaneously allows you to take care of raising children or housework.

I believe that career management should begin at the time of hiring.

2) Analysis of candidate selection methods, methods for determining requirements for a candidate, development of their specific forms.

Candidate selection methods:

· Questionnaire- the most common way to obtain information about applicants for a position, used for a comparative assessment of the level of their qualifications.

· Interview- a method of selecting candidates with the abilities and goals necessary to occupy a particular position.

· Testing- a method designed to assess the professional, business and personal qualities of the applicant based on the results of solving pre-prepared tasks - tests.

· Role-playing game. It is based on playing roles in situations close to professional activities, simulating real work situations.

· Business game. In this case, the evaluation takes place on the basis of situations and material that model certain aspects of the participants' professional activities. Unlike role-playing business game the main emphasis is on modeling organizational reality.

· biographical method- personnel selection method, which is based on the study of the individual life path of a potential employee: the social status of parents, place of residence, conditions of socialization, education, family, workplace, etc.

· "Case Study"- non-game active method, which is based on the analysis of specific practical situations (cases). When analyzing a case, the candidate needs to determine what the problem is, analyze it in the context of the described situation and suggest ways to solve it.

· "Basket" method. The basis of this method is the imitation of situations that are often encountered in the practice of the manager's work. For example, a candidate is invited to act as a leader who urgently needs to sort out the documents that have accumulated on his desk and take some actions on them.

· personality questionnaires- a method of assessing candidates for the compliance of their personal qualities with the requirements of the job. Useful in cases where you need to identify uncommunicative people, if the work requires a large number of social contacts, or "anxious", if the work requires high emotional stability.

· Probation - a method that involves checking the professionalism, abilities and capabilities of the candidate. Most often, this method is resorted to in order not to be mistaken in the professional level of a candidate for a position.

· Company visit as a selection method, although it involves additional costs, it justifies itself when there are some special working conditions that the applicant must experience for himself.

Candidate requirements determination methods:

· Job description - a document regulating the production powers and duties of an employee, the basis for assessing the results of his labor activity, making a decision on further internal movement and retraining of an employee (promotion, transfer, dismissal, enrollment in the reserve of management personnel, referral to additional training, etc.). ).

· Qualification card is a set of qualification characteristics ( general education, special education, special skills - knowledge foreign language, computer skills, management truck etc.) that an employee holding this position should have.

· Competence map (professional portrait) represents personal characteristics a person, his ability to perform certain functions, types of behavior and social roles, such as:

o focus on the interests of the client;

o ability to work in a group;

o assertiveness;

o originality of thinking.

2.1) Questions for the interview.

In order to be sure that the interview will take place successfully, you must properly prepare for the interview. One of the steps is interview questions. The most common are provided below:

1. Tell us a little about yourself.
2. How you look at life: what difficulties do you see in it and how to deal with them
are you coping?
3. Why do you want to work with us? 4. What do you know about our company?
5. Why do you consider yourself worthy of this position? What are your
advantages over other candidates?
6. What are your strengths/weaknesses? 7. Tell us about your achievements?
8. Why did you leave your previous job?
9. Why did you decide to change jobs? 10. How long do you plan to work with us?
11. Have you received other job offers?
12. How successful were you in your interviews in other places?
13. Will your personal life interfere with this work associated with additional loads (irregular working hours, long or distant business trips, constant traveling)?
14. How do you imagine your position in five (ten) years?
15. Who can you contact for feedback on your work?
16. What is the desired minimum and maximum salary?

5 more questions can be added to the main ones.

17. What can you tell us about your professional connections that could
use at a new job?
18. How do you improve your professional qualifications?
19. What do you like to do in free time?
20. When could you start a new job?
21. What questions do you have?

If the company sells any goods or services (real estate agencies, audit organizations, advertising agencies), the manager may ask you to sell him something. Given this, you need to practice first.

During an interview, an opinion about a person is formed in less than a minute, and appearance can be more important than qualifications. Your clothes should match both the future work and the style of the company. It is also necessary to observe some general rules:

Neatness (applies to all details - from hair, nails, ending with shoes)

· Do not forget about the quality of clothing and perfume. People who work in certain environments develop a heightened sensitivity to what appear to them as minor flaws.

Avoid cheap effects (handkerchief in breast pocket, etc.)

· Be mindful of the details. During the interview, you will be examined for at least half an hour.

2.2) Questionnaire for studying the clientele.

In other words, a consumer profile. It is filled in by the consumer when purchasing a product (service) or if there is an intention to purchase a product (service), is performed in order to study consumer demand, consumer preferences, that is, marketing research is carried out. Questioning of buyers is carried out on a voluntary basis, that is, the buyer has the right to refuse to fill out the questionnaire.

The questionnaire for studying the clientele most often contains questions related to the buyer himself - his full name, contacts for communication, as well as questions related to the topic of the survey. A very part when conducting a survey by any shopping center Respondents (interviewed buyers) are either given a discount on a part of the purchased goods, or are given benefits for subsequent purchases, or are given small gifts. Such promotions are carried out both for analytical purposes and for promotional purposes.

Sample questionnaire (on the example of a cafe):

Questionnaire

Please take the time to help us improve Super Cafe. When you fill out the questionnaire, put it in the blue box at the exit of the cafe.

Product quality

Service and environment

Other offers

__________________________________________________________________________________

About you (optional)

2.3) Compilation of characteristics for the employee.

Characteristic - an official document that contains an assessment of the business and personal qualities of an employee. The characteristic indicates the personal data of the employee, his position, time of work in this organization (at this enterprise), qualifications, information about his attitude to work, professional growth, moral qualities, character traits, etc.

An example of compiling a characteristic:

CHARACTERISTIC

Svetlova Marina Nikolaevna worked at OAO Luch Publishing House from 04/02/2006 to 12/09/2009 as a senior proofreader. Her duties included the following: proofreading of edited manuscripts, reading proofs, checking the correspondence of the typed text to the original, checking the completeness of manuscripts, ensuring the unification and correctness of the design of the text and other elements of the publication.

MN Svetlova is disciplined, constantly improving her professional level. In 2008, she completed advanced training courses at the Moscow State University of Printing Arts.

M. N. Svetlova is friendly, sociable, enjoyed the well-deserved respect of the employees of the Luch Publishing House.

Gene. director

JSC Publishing House "Luch" Signature___________ E. A. Korobov

2.4) Criteria for evaluating candidates in the selection of personnel.

Evaluation criteria can be attributed to several groups: results of work, labor activity, personal qualities. When selecting personnel for a vacant position, each organization, depending on its requirements, sets its own selection criteria. Nevertheless, there are a number of general selection criteria:

A certain level of education;

Work experience;

sexual characteristics;

Qualification skills;

General instrumental skills;

Psychological characteristics;

medical characteristics;

Social characteristics.

As for personal qualities, the most important for an employee are traditionally called intelligence, activity, leadership qualities (for managers), accommodating. Manageability, learning, adequacy are just as important.

1. Introduction. In this part, you must indicate the name of the person to whom the recommendation is given, his position in the company, what is the relationship of the person giving the recommendation to this employee, how long has this employee been working in this company and what his career development in it looked like.

2. The main part of the letter of recommendation describes how the employee performed the job and his potential. To describe this part, think about what responsibilities most prominently characterize this employee as a successful employee.

3. After you have listed all the advantages of this person for the organization, you should highlight what this person is under management: how he relates to assignments, criticism, disciplinary requirements, punishments and rewards, how cooperative he is in the process of completing the task with the leader and colleagues.

4. If a person interacts well with the team, is an emotionally stable person who is a source of positive emotions in the company, it is worth informing the future employer about this.

5. In conclusion is given overall score and comparison of this specialist with other employees occupying a similar position.

6. A few caveats. Recommendations should state verifiable facts, not conclusions based on intuition. For example, "offered new system structuring data on clients”, instead of “I believe that this employee is capable of optimizing the structuring of information on databases on clients”.

7. Date, surname, name, patronymic and signature of the recommender.

2.6) Calculation of the number of employees.

To determine the number of employees for a certain period, the indicator is used average headcount. It is used to calculate labor productivity, average wages, turnover ratios, staff turnover and a number of other indicators. The average number of employees per month is determined by summing the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number of calendar days of the month. For correct definition the average number of employees, it is necessary to keep a daily record of employees on the payroll, taking into account orders for the admission, transfer of employees to another job and termination of the employment contract.

The average number of employees of the enterprise can be calculated using the formula:

R cn \u003d

Rng + Rkg 2Rng + Op - Ou

where R NG– the number of employees at the beginning of the year;

R KG– number of employees at the end of the year;

O P- the number of people hired;

OU- the number of people laid off.

Conclusion

Thus, the following conclusions can be drawn from the work done.

An employee's career planning is the organization of his promotion through the stages of official and qualification growth, helping him to develop and implement professional knowledge and skills in the interests of the company.

When entering the service, a person sets certain goals for himself. But the organization, hiring him, also pursues certain goals. Therefore, the hired person needs to realistically assess his business qualities, correlate them with the requirements that the organization, his work puts before him. The success of a person's entire career depends on this.

Professional career fulfills important features in the employee's work. It stimulates the growth of labor activity, accelerates the process of personnel transfers, which allows the employee to take a higher social status contributes to the growth of job satisfaction. The real prospect of promotion is formed on the basis of an employee's assessment of the existing conditions for promotion and self-assessment of his capabilities.

In addition, a change in guidelines in the personnel policy of the organization in the direction of rethinking the role and place of a person in the field of work will increase its human resources potential, change the perception of employees about their professional activities.

The manager needs to know how to solve problems, how to skillfully and appropriately use the appropriate technologies and methods of personnel management. And if skillfulness implies the practical mastery of the relevant skills, then relevance is understood as the adequacy of the method used in the situation in the organization.

A special task of analyzes of candidate selection methods is the selection of the so-called " key personnel”, the formation of the “personnel core” of the organization, which predetermines both its current functioning and development.

Bibliography:

Internet resources:

1. http://www.hr-portal.ru/

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Source: hrliga. com

For many people, career incentives are important, so proper, personalized planning and career development for key employees will help stabilize the team. The career of employees needs to be planned and developed, but how to connect personal goals, plans of a particular person and organization?

Career - the path to success, a prominent position
In society, in the service field.
Dictionary of the Russian language by S. I. Ozhegov

Most often, experts distinguish types of careers according to their focus:

Qualifying

Horizontal

organizational structure

Status

vertical

Linear

non-linear

In addition, there are types of careers in connection with key changes:

domineering a career involves expanding the sphere of influence and may be associated with an increase in informal powers (for example, this type of career development can include the appointment of a chief analyst to the position of adviser to the chairman of the board on financial matters, etc.).
Monetary a career reflects an increase in wages or income, it is not necessarily associated with a change in position.
centripetal a career involves moving towards the core, the leadership of the organization. (Its manifestations can be, for example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature; gaining access to informal sources of information; confidential communication with managers; performing certain important assignments from management, etc.)

In its pure form, in practice, the described types of quarries are quite rare, so another type is distinguished - Combined a career in which an employee goes through different paths at different stages of work in an organization.

People have different life plans, including in relation to a career. In order to maximize the alignment of personal goals and the needs of the organization in personnel, many companies plan the career paths of their employees. Of course, not everyone wants to become "bosses", but in order for the company to be able to invest resources wisely in the promotion of its employees, it is advisable to conduct a personnel assessment. Its results will make it possible to identify groups of employees for whom career development should be planned in the first place. What should be evaluated?

1. First of all - the abilities and personal characteristics of the employee:

managerial and professional potential; the desire to "become professional"; loyalty to the organization.

2. In addition to the characteristics of the employees themselves, it is also necessary to consider how moving a person from position to position within the organization will affect the effectiveness of the unit in which the employee will be included, and also how compatible the new employee with your colleagues and, most importantly, with your manager. Therefore, for planning movements, it is desirable to evaluate such factors as: the dynamics of changes in group trends in the unit; interpersonal compatibility of workers.

3. The degree of career success of each individual employee largely depends on how motivated he is to change, therefore, when assessing, it is desirable to identify the most significant incentives for career development for a particular person. Such incentives can be: Status. It is important for those employees who are sensitive to "prestige", value power, influence, promotion (giving them "position in society", attention and respect). Welfare. It affects workers for whom good material support, confidence in the future, order, comfortable living and working conditions are most important. Uniqueness. These workers are fascinated by the unusual, promising task, its intellectual complexity and the lack of obvious solutions, the scale of the proposed projects, etc. Maintaining the achieved level(wealth, status, uniqueness). For these workers, an increase in the level of material well-being, status, and uniqueness will not necessarily improve performance, but a decrease will negatively affect performance.

4. Despite the fact that the career process is sometimes very dynamic, certain stages are distinguished in it, therefore, it is also necessary to assess at what stage of career development the employee is currently: Career start(career planning). Career(career development, possible restructuring of an existing position or change of job). Career stabilization. Completion of the career process(at this enterprise) - the dismissal of an employee.

A one-time assessment of promising employees will allow you to make a cut human resources organizations, but the development and implementation Monitoring systems of all factors significant for career development will provide an opportunity To rule development and promotion of employees.

To calculate the managerial and professional potential of employees, we used Case-based multi-factor job profiles - mathematical models that establish a reliable relationship between the results of activities and the personal characteristics of employees.

To increase the reliability of the forecast, as well as to identify the hidden professional resources of our people, we work with Position profile packages.

The first package includes typical managerial job profiles (such as supervisor, line manager, department head, laboratory head, etc.) important qualities(PVK) of a particular employee to the requirements of this package of positions allows us to conclude about The overall managerial potential of the employee.

The second package includes profiles of senior positions that reflect the specifics of work in the industry. (For example, for oil workers, these may be the profiles of positions in this industry - the head of the oil field, Chief Engineer, for retail companies - store director, supervisor, etc.).

Compliance of the employee's PVK with the requirements of the first and second package of positions allows you to evaluate them Management capacity.

The third package includes job profiles of the researched enterprise. Correspondence of employees' PVK to these indicators reflects Professional resource person.

Visually, the data of a comprehensive assessment of the managerial potential and professional resource of employees are presented in the figure:

Comparison of estimates of the comprehensive managerial and professional success of employees

The analysis of the information obtained at this stage makes it possible to identify employees with high managerial and professional potential. It is for this group that further research is being carried out to calculate the indicators of loyalty and the desire to “make a career”.

When calculating loyalty indicators, the base indicator is Integrated Satisfaction personnel. Loyal workers are characterized by medium and high values of the following parameters:

satisfaction with the production team; satisfaction with production; self-satisfaction; satisfaction with material and living conditions.

Calculation of indicators Intensity of the need to "become professional" conducted according to the following parameters:

purposefulness; desire to make a career; desire for power; attractiveness of the profession.

The higher the values of these parameters, the greater the need for "professional success".

The team of workers is not reduced to the arithmetic sum of the qualities of individuals; when group goals are achieved, the team acts as a single whole. Therefore, it is important to evaluate changes in group trends during the movement of employees in the organization (the calculation was carried out using the precedent expert system "Personnel Consulting").

Determining the stage of the career process at which the employee is currently, in our opinion, is the most significant factor in career planning.

Let us consider in more detail the dynamics of the career process from the moment a person joins the organization.

At the first stage, employees count on successful career growth; as a rule, they are characterized by an increased value of the “desire to become professional” indicator. At this stage, it is recommended to actively plan the career of a newly arrived employee.

After a person enters the working rhythm, there is a decrease in the “desire to become professional” indicator, the stage of career stabilization begins. At this point, the administration of the enterprise must plan the next career move, thereby returning the employee back to the stage of active career development. If this does not happen, the person’s need to “prove professionally” increases again and “complex satisfaction” decreases. When an employee moves to this career stage, it is imperative to restructure the existing position or transfer him to a new position.

If there are no changes, then the fourth stage begins: the employee himself leaves the enterprise or goes into the category of “candidate for dismissal” due to the fact that with a decrease in motivation, the effectiveness of his work decreases sharply.

Constant monitoring of progress through the stages of career development allows us to fully realize the managerial and professional potential of each employee.

Having made an assessment of all important factors, HR develops personal recommendations for planning and career development for each employee.

A timely assessment of all factors significant for successful career planning and development, as well as taking into account the results obtained at the initial planning stage and adjusting changes at the career implementation stage, make it possible to ensure successful career development for all key employees of the organization.

A systematic approach to career planning and development increases the loyalty of employees to the company, forms a team of like-minded people, and positively affects the performance of the organization as a whole.

1. When planning a career, it is necessary to ensure that the achieved level of status and well-being is maintained.

A combination of centripetal, domineering, qualifying and monetary career types is recommended. The combination of centripetal and qualifying careers can be the expansion of functional / official duties(for example, by transferring professional experience and knowledge to newly arrived employees, young professionals), as well as conducting internships, participating in conferences, etc.

It is desirable to make an additional payment for the expansion of functional / official duties, which will ensure the implementation of the monetary type of career (support for the achieved level of material well-being). The imperious type of career can be realized by expanding the functional powers within the position.

2. With high indicators of managerial and professional potential, the employee has low indicators of complex satisfaction. With this in mind, an active restructuring of the existing position is recommended. With such a restructuring, it is advisable to expand the existing powers or transfer this employee to another structural subdivision to a position of great authority.

The expansion of powers should be accompanied by an increase in official / functional duties and adequate wage changes. Thus, a combination of imperious and monetary career types will be implemented for the employee. When restructuring a position, it is necessary to control the level of complex satisfaction of this employee and the effectiveness of his work.

When calculating significant factors and preparing analytical conclusions on career planning and development, the methodological developments of specialists from the department for assessing and developing personnel of JSC " Child's world- Center”, as well as case-based expert systems “Personnel Service” and “Personnel Consulting”

Career and Self-development

Keywords:

1 -1

The professional development of a manager in order to effectively manage his career development should be based on the equivalent development of competencies built into the integrated management system of the company. Enterprises are interested in expanding the professional skills and competencies of their managers, which brings the issue of career development management to the agenda. The article proposes an algorithm for planning a manager's career with a description of each stage. A special role in the proposed algorithm is given to the development of the manager's competencies, namely: sectoral competencies associated with knowledge of the specifics of work; leadership competencies based on the possession of leadership qualities and skills; managerial competencies, consisting in the effectiveness of the decisions made; communication competencies based on the ability to interact with the outside world, to establish mutually beneficial relationships with interested groups.

manager

career management

career planning

1. Professional mobility // social management: Dictionary. [Text] / V.I. Dobrenkov, I.M. Slepenkov M.: MGU Publishing House, 1994. S. 127.

2. Ustinova O.V., Uteshev R.S. Conceptual bases of manager's career growth management. [Text] / O.V. Ustinova // Bulletin of the Surgut State Pedagogical University. 2014. No. 2(29). pp. 219–222.

3. Ustinova O.V., Chuprina E.V. Formation corporate identity personnel. [Text] / O.V. Ustinova, E.V. Chuprina // Bulletin of the Chelyabinsk State University. 2014. No. 24(353). pp. 50–53.

4. Ustinova O.V., Khairullina N.G. Formation of corporate identity of personnel large enterprise retail. [Text] / O.V. Ustinova, N.G. Khairullina // Modern problems of science and education. - 2014. - No. 5; URL: www..

5. Ustinova O.V., Pivovarova I.V. Career of managers as a socio-professional group. [Text] / O.V. Ustinova, I.V. Pivovarova // Modern problems of science and education. - 2015. - No. 2; URL: www..

6. Uteshev R.S. Career planning as a tool for manager's professional development. [Text] / R.S. Uteshev // News of higher educational institutions. Sociology. Economy. Politics. 2012. No. 2. S. 29–32.

7. Uteshev R.S. Conceptual bases of manager's career growth management. [Text] / R.S. Uteshev // Bulletin of the Surgut State Pedagogical University. 2014. No. 2(29). pp. 219–222.

8. Khairullina N.G., Gurbo E.M. Coaching as a process of personnel growth management. [Text] / N.G. Khairullina // News of higher educational institutions. Sociology. Economy. Politics. 2007. No. 3. S. 27–29.

9. Khairullina N.G. Legal basis personnel management: Tutorial. [Text] / N.G. Khairullin. Tyumen, 2014.

Career growth is important for both managers and organizations. From an organizational point of view, career planning determines how employees will move between jobs within the company itself, as enterprises primarily try to meet staffing needs with internal resources and resort to attracting external staff only when such opportunities have been exhausted.

Thus, from the standpoint of the organization, we are talking primarily about professional mobility, which is interpreted as a form of social mobility; a change in the employment position or role of an employee due to a change in place of work or profession.

When planning a career, managers tend to focus on the short-term effect and do not take into account the strategic aspects of career growth. Career planning by managers should be based on their life experience, subjective desires and needs. It also depends on the stage actually reached and the availability of objective opportunities for further advancement: competition among professionals, the availability of special knowledge, skills, experience, etc. In addition, it is skills and experience that largely determine the range of interests of managers in relation to specific types activities, which makes it possible to identify them as an "anchor of vocational guidance".

Obviously, career planning by a manager is a flexible process, which is the result of career guidance. The flexibility of planning is manifested in the creativity of thinking and the search for various acceptable development alternatives, which in turn contributes to taking into account the individual characteristics of the manager. Although a career plan is not a strictly formalized document, its preparation makes one refer to a number of standards and generally accepted rules, as well as to a typical planning algorithm, which includes the following steps (Fig. 1).

Rice. 1. Manager career planning algorithm

Considering the self-assessment stage in the manager's career planning algorithm, it should be noted that it is the basis in this process. Not every manager can adequately assess his own business and personal qualities and prospects for his advancement, since such an assessment is the result of his self-reflection. Often this stage is rejected and not carried out, which inevitably leads to erroneous decisions in the course of further selection of alternatives. In this regard, according to the authors, it is most justified to use the help of relevant specialists. As such, estimates obtained with the help of specialists in personnel matters, for example, employees of the personnel management service of the organization.

Self-assessment, on the other hand, should include the main characteristics of a manager that are important from the point of view of the realization of his career: a wide range of different skills, previous experience, personal characteristics, etc. The authors believe that in this regard, it is appropriate to use both traditional methods of identifying interests and value orientations, as well as new methods. At the same time, it is advisable to compare individual components of self-assessment with competitors. The resulting self-assessment, according to the authors, should be an independent SWOT analysis or an individual profile of a manager, which should then be compared with the requirements for a particular position.

The second stage involves the identification of alternatives for career growth and is associated with the search for information and orientation of the manager in the micro and macro environment. At this stage, it is advisable for the manager to cooperate with third-party entities that contribute to the development of his career.

It should be noted that the process of identifying career alternatives is based on information from various sources about the parameters of potential career development, such as:

The state of the labor market and its development trends;

The emergence of new professions and vacancies;

Requirements for employees;

The legal framework governing the relationship between the employer and the employee.

The manager himself may have some of the necessary information. However, recruitment agencies can also provide significant assistance in identifying career advancement alternatives. The authors believe that in the case of interaction with the recruiting manager, the following aspects should be taken into account:

The nature of the potential job: type of activity, duties, level of responsibility, relationships between colleagues in the organization, working conditions, remuneration system, etc.;

Qualification requirements (characteristics of the employee): education, experience, knowledge and skills, competencies.

The third stage of the manager's career planning algorithm is based on the ranking of tasks to be achieved, taking into account the capabilities, abilities and potential of the manager himself. At this stage, his previous achievements, value orientations and objectively existing career opportunities are compared. If we represent the set of characteristics of the considered stage of planning a manager's career in an aggregated form, then we can distinguish the following elements:

Analysis of previous experience;

Studying the practice of decision-making by this manager;

Assessment of the situation on the labor market in the relevant segment of professional management on the scale of the organization, region, industry;

Analysis of the needs of the manager and his value system;

SWOT-analysis of the manager's activity as an object of planned activity;

Studying and adjusting the system of personal goals;

Formation and structuring of the "portfolio" of the manager.

Ranking of tasks is carried out both by the periods of their implementation (short-term, medium-term, long-term), and by the nature of their possible consequences in terms of contribution to overall career advancement (operational, tactical and strategic). At the same time, alternative career development scenarios play an important role, taking into account possible changes in the situation on the labor market, in an organization or in an industry.

It is generally accepted that excessive flexibility in choosing options for further development of a manager's career is evidence of insufficient professionalism. According to the authors, such an approach is not constructive, since the variability in building a career path is part of the modern concept of a career. Therefore, the foundation laid at this stage for the career development of a manager should be based on the flexibility, adaptability and susceptibility of the manager to change.

The fourth stage is aimed at forming a step-by-step scheme for implementing the manager's actions in the implementation of a career plan, since the achievements of the previous stage - a set of tasks, alternative paths - need to be specified, detailed and streamlined (synchronized). It is at this stage that it is advisable to individually manage a manager's career - coaching, which, nevertheless, can be applied at earlier stages.

Also, within the framework of the described stage, it is necessary to consider the question of the appropriateness of the planned activities in relation to individual objects, especially in terms of the possibilities of realizing the personal potential of the manager, receiving dividends from his social capital. Thus, this stage involves the formation of opportunities for the practical implementation of the results of the entire procedure for developing career plans. The characteristic attributes of this stage, materializing the results of the entire planning process, are a prepared resume, a motivational essay, as well as a list of vacancies, which together form an individual career growth strategy.

It should be noted that individual career management strategies and career plans intersect and have a significant impact on each other. The effectiveness of an individual career development strategy depends on a set of parameters, including manager's self-assessment, labor market requirements, work experience, etc.

A significant role in the process of career planning is played by control, carried out in the form of an assessment of the intermediate results of the implementation of a manager's career plan. The main requirement for control in the context of the issues under consideration is its continuity and informative presentation of the results to ensure the possibility of prompt intervention in the process of implementing a career plan in case of deviations.

Conducted by R.S. The survey showed that managers consider equally effective such tools for managing a manager's career as personal mentoring - coaching and career development planning by senior management - breeding (Fig. 2).

Rice. 2. Distribution of respondents' answers about the most effective career management tools (from the center: lower level, middle level, top level, total), %

In addition to coaching and breeding, to better understand the nature of the integration of theoretical knowledge and practical skills and play a significant role in career advancement managers allow training programs and internships. They contribute to the following:

Form critical thinking and the ability to find solutions to problems;

Provide the ability to cooperate through the development of relevant skills;

Allow to improve the quality of training and the speed of acquiring skills;

Provide immediate feedback to assess acquired knowledge and skills.

From the position of the authors, the development of a career plan should be carried out on the basis of a model for the development of competencies, which together represent a competency-based "cloud". The author's model combines employee assessment, training curricula and career planning (Figure 3).

Rice. 3. The logical scheme for the development of a career plan based on the author's model for the development of competencies

The set of specialist competencies is conventionally designated as a "cloud" due to their polymorphism, mutual intersection and complementarity. Nevertheless, there are four relatively separate groups of competencies, the composition of which is represented by the following aspects. Industry competencies are associated with knowledge of the specifics of the work of the relevant industries, include knowledge and professional skills, familiarity with the methodology and established work standards. The group of leadership competencies is associated with the possession of leadership qualities and skills, the ability to work in a team and organize teamwork, influence the motivation of subordinates, set goals and ensure the achievement of results. The group of management competencies is understood as the ability to take reasonable and balanced management decisions on the use of available resources and a real desire for development. The last group, represented by communication competencies, characterizes the manager's ability to interact with the outside world, establish mutually beneficial relationships with suppliers and customers, as well as his skills in the field of professional self-presentation.

Reviewers:

Silin A.N., Doctor of Social Sciences, Professor of the Tyumen State Oil and Gas University, Tyumen;

Belonozhko M.L., Doctor of Social Sciences, Professor of the Tyumen State Oil and Gas University, Tyumen.

Bibliographic link

Uteshev R.S., Cherepanova V.N., Suvorova N.V. CAREER PLANNING AS A TOOL FOR THE PROFESSIONAL DEVELOPMENT OF A MANAGER // Modern Problems of Science and Education. - 2015. - No. 2-1 .;
URL: http://science-education.ru/ru/article/view?id=21406 (date of access: 03/24/2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

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Introduction ................................................ ................................................. ............. 2

The concept and types of career .............................................. ......................................... 3

Career milestones .................................................. ................................................. ..... 7

Career development models .............................................................. ................................... eleven

Career planning and development .............................................................. ..................... 16

Conclusion................................................. ................................................. ....... 25

Literature:................................................ ................................................. ........ 26

Introduction

Each person at some point begins to seriously think about his future, about his future career. Knowledge of what a career is, what types and models of career exist, how to manage a career, as well as knowledge of their abilities, weaknesses and strengths, will help him choose a job in an organization that provides him with opportunities for professional growth and a better standard of living; get a higher degree of job satisfaction; more clearly represent personal professional prospects, plan other aspects of life; purposefully prepare for future professional activity; increase competitiveness in the labor market.

On the other hand, organizations in which a career is a managed process receive:

1. Motivated and loyal employees who associate their professional activities with this organization, which increases labor productivity and reduces staff turnover;

2. Ability to plan the professional development of employees, taking into account their personal interests;

3. Career development plans for individual employees as a source for determining training needs;

4. A group of interested in professional growth, trained, motivated employees to advance to leadership positions.

This is the relevance of the course work. The purpose of my course work is to review the main ways of planning and career development. To achieve this goal, I set the following tasks:

1. Explore the literature on this issue;

2. Define the basic concepts;

3. Determine the stages, types and models of a career;

4. Consider how career management is carried out in a modern organization;

5. Draw conclusions about the importance of career management in an organization.

Concept and types of career

The term "career" has many meanings. It comes from the Latin carrus - a cart, wagon and the Italian carriera - running, life path, field. The most popular definition of "career" is moving forward along a once chosen path of activity, for example, gaining more authority, higher status, prestige, power, money. "To make a career", for us, first of all means to achieve a prestigious position in society and a high level of income.

However, you can not associate a career only with promotion. This concept can be applied to other life situations. Therefore, it is advisable to give the following definition: a career is the result of a conscious position and behavior of a person in the field of labor activity associated with official or professional growth. The concept of a career cannot be associated only with work, one can speak of a career as an occupation, activity. For example, a managerial career, a sports career, a military career, an artistic career, a career as a housewife, a mother, a student. A person's life outside of work has a significant impact on a business career, is part of it.

Komarov writes that if you look at various schemes that reflect the systems of work with personnel in enterprises, approximately until 1995, you will notice the absence of such a subsystem as "career planning". This is due to the following circumstances. First, there was an unspoken taboo against all sorts of "scientific research" regarding a career as such. The ideological doctrine that "Soviet people work not for the sake of a career, but for the sake of society" dominated. The path "up" was usually briefly traced in obituaries, where it was succinctly reported that "comrade such and such went from a worker to a leader of such and such a rank", successively occupying certain positions.

Secondly, the nomenclature of the positions of leaders of one level or another was the prerogative of the respective party committees. It was they, and not personnel departments, who ideologically and organizationally performed the function of career planning both horizontally (“to strengthen the job site”) and vertically (“to strengthen management”). For the CPSU, this was a powerful lever personnel policy. Therefore, it is natural that employees of the personnel services of enterprises did not and could not have any kind of “career experience”.

Thirdly, based on an analysis of the practice of that time, it cannot be argued that the party committees, represented by their elected members and the apparatus, owned career planning methods. The right to a function does not yet mean its professional performance. Party committees at various levels made decisions about appointments, transfers, and removals, but did not, in the strict sense of the word, plan the careers of cadres.

Career has its own driving motives, starting from which managers make active efforts in order to achieve specific goals. These motives include:

· Autonomy. A person is driven by the desire for independence, the ability to do everything in their own way. Within the framework of the organization, it is given a high position, status, authority, merit, with which everyone is forced to reckon.

· Functional competence. A person strives to be the best specialist in his field and be able to solve the most complex problems. To do this, he focuses on professional growth, and considers promotion through the prism of a professional. Such people are basically indifferent to the material side of the matter, but they highly value external recognition from the administration and colleagues.

· Safety and stability. The activity of employees is controlled by the desire to maintain and strengthen their position in the organization, therefore, as their main task, they consider obtaining a position that gives such guarantees.

· Managerial competence. A person is guided by the desire for power, leadership, success, which are associated with a high position, rank, title, status symbols, important and responsible work, high wages, privileges, recognition of management, rapid promotion.

Entrepreneurial creativity. People are driven by the desire to create or organize something new, to be creative. Therefore, for them, the main motive for a career is to acquire the necessary power and freedom for this, which the corresponding position provides.

The need for leadership. A person strives for a career in order to be always and everywhere the first, to "get around" his colleagues.

· Life style. A person sets himself the task of integrating the needs of the individual and the family, for example, to get an interesting, fairly well-paid job that provides freedom of movement, disposal of one's time, etc. If a person does not have a family, then the content of the work, its fascination, and diversity may come first.

· Material well-being. People are driven by the desire to get a position associated with high wages or other reward factors.

· Ensuring a healthy environment. The employee is driven by the desire to achieve a position that involves the performance official duties in favorable conditions. For example, it is quite understandable when the head of a foundry shop of a plant strives to become a deputy director of an enterprise and leave an environmentally harmful production, and the head of a branch located beyond the Arctic Circle seeks a position that allows him to be closer to the south.

Career motives usually change with age and skill development. A knowledgeable classification of career types can be given (Fig. 1):

Rice. 1 Career types

Specialized career It is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of his career. A particular employee can go through these stages sequentially both in one and in different organizations, but within the framework of the profession and field of activity in which he specializes. For example, the head of the sales department of one organization became the head of the sales department of another organization. Such a transition is associated either with an increase in the amount of remuneration for work, or with a change in content, or with the prospects for promotion. Another example: the head of the personnel department was appointed to the position of deputy. HR director of the organization where he works.

Non-specialized career widely developed in Japan. The Japanese firmly believe that the manager should be a specialist capable of working in any area of the company, and not in any particular function. Climbing 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. So, it is considered quite normal if the head of the sales department changes places with the head of the supply department. Many Japanese leaders worked in unions in the early stages of their careers. As a result of such a policy, the Japanese manager 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, supported by the same personal experience. An employee can go through the stages of this career both in one and in different organizations.

career vertical- the type of career with which the very concept of a business career is most often associated, since in this case the promotion is most visible. A vertical career is understood as a rise to a higher level of the structural hierarchy (promotion, which is accompanied by a higher level of remuneration).

Career horizontal- a type of career that involves either moving to another functional area of \u200b\u200bactivity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, playing the role of the head of a temporary target group, programs, etc.); a horizontal career can also include the expansion or complication of tasks at the previous level (as a rule, with an adequate change in remuneration). The concept of a horizontal career does not mean an indispensable and constant movement up the organizational hierarchy.

So, in this chapter, I looked at what a career is and the types of careers. The following conclusions can be drawn:

1. The concept of a career cannot be associated only with work, since a person's life outside of work and the role that he plays in this life has a significant impact on a career, being part of it.

2. Until recently, there was an unspoken taboo on career research.

3. Career has its own driving motives, which usually change with age and qualifications. More details in the next chapter.

Career stages

Age, years

Goal Achievement Needs

moral needs

Physiological and material needs

Preliminary

Study, tests at different jobs

The beginning of self-affirmation

Existence security

Becoming

Mastering work, developing skills, forming a qualified specialist or leader

Self-affirmation, the beginning of achieving independence

Security of existence, health, normal wages

Promotions

Career advancement, acquisition of new skills and experience, qualification growth

The growth of self-assertion, the achievement of greater independence, the beginning of self-expression

Health, high wages

Save

The peak of improving the qualifications of a specialist or manager. Improving your qualifications. Youth education

Stabilization of independence, growth of self-expression, beginning of respect

Increasing wages, interest in other sources of income

Completions

Preparing for retirement. Preparing for your shift and for a new activity in retirement

Stabilization of self-expression, growth of respect

Maintaining wage levels and increasing interest in other sources of income

pension

Taking on a new activity

Self-expression in a new field of activity, stabilization of respect

Pension, other sources of income, health

preliminary stage includes schooling, secondary and higher education and lasts up to 25 years. During this period, a person can change several various works in search of a type of activity that satisfies his needs and meets his capabilities. If he immediately finds this type of activity, the process of self-affirmation of him as a person begins, he takes care of the safety of existence.

Next comes formation stage, which lasts about five years from 25 to 30. During this period, the employee masters the profession, acquires the necessary skills, his qualifications are formed, self-assertion occurs and there is a need to establish independence. He continues to be concerned about the safety of existence, concern for health. Usually at this age, families are created and formed, so there is a desire to receive wages, the level of which is higher than the subsistence level.

Promotion stage lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, promotion. There is an accumulation of practical experience, skills, a growing need for self-affirmation, achieving a higher status and even greater independence, self-expression as a person begins. During this period, much less attention is paid to meeting the need for safety, the worker's efforts are focused on increasing wages and caring for health.

Stage conservation characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and its increase as a result of vigorous activity and special training, the employee is interested in transferring his knowledge to young people. This period is characterized by creativity, there may be an ascent to new service levels. 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 employee's needs are satisfied during this period, he continues to be interested in the level of remuneration, but there is an increasing interest in other sources of income (for example, participation in profits, capital of other organizations, shares, bonds).

Stage completion lasts from 60 to 65 years. Here a person begins to seriously think about retirement, to prepare for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis and such people are less and less satisfied with work and experience a state of psychological and physiological discomfort, self-expression and respect for themselves and other similar people reach their highest point during the entire career period. They are interested in maintaining the level of wages, but seek to increase other sources of income that would replace them. wages this organization upon retirement and would be a good addition to the retirement benefit.

On the last - retirement stage career in this organization (type of activity) is completed. There is an opportunity for self-expression in other activities that were impossible during the period of work in the organization or acted as a hobby (painting, gardening, work in public organizations, etc.). Respect for oneself and fellow retirees stabilizes. But financial position and the state of health during these years can make constant concern for other sources of income and health.

In table. 1 shows the links between career stages and needs. But in order to manage a career, you need a more complete description of what happens to people at various stages of a career. For this purpose, special studies are carried out in organizations interested in effective career management. Separate research results are drawn up in the form of career charts, which allow you to visually trace the path traveled up the career ladder and the qualification characteristics that impose requirements on individual positions.

However, 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 in another profession may 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 technological boundaries here, as with other phrases, because age features are set not only by physiological, but also by cultural conditions:

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, habituation young specialist to work). No matter how organized the process of training a particular professional in an educational institution, it never fits "like a key to a lock" production work;

internal (internal phase). An experienced worker who loves his job 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 this profession, he has certain high qualification indicators;

So, in the second chapter of the term paper, I examined the characteristics of the stages of a career. The following conclusions can be drawn:

1. When meeting with a new employee, the HR manager must take into account the career stage 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.

2. It is important to separate the career stage (time period of personality development) and the professional development phases (periods of mastering activities).

3. The stages and boundaries of labor activity, creative manifestations are very mobile and in each case are determined by the specifics of the profession and the special, unique conditions of a person’s life, his individuality.

Career Development Models

Egorshin notes that practical studies of the service career of many current managers show that all the varieties of career types are obtained through a combination of its four main models: "springboard"; "stairs"; "snake"; "crossroads".

The springboard career is widespread among managers and professionals. The life path of an employee consists of a long climb up the career ladder with a gradual increase in his potential, knowledge, experience and qualifications. Accordingly, the positions occupied are changed to more complex and better paid ones. At a certain stage, the employee occupies the highest position for him and tries to stay in it for a long time. And then "ski jumping" due to retirement. The "springboard" career model for a line manager is shown in fig. 2.

The "springboard" career is most typical for managers during the period of stagnation in the economy, when many positions in central bodies and enterprises were occupied by the same people for 20-25 years. On the other hand, this model is typical for professionals and employees who do not set goals for promotion. For a number of reasons: personal interests, low workload, good workforce, acquired qualifications, employees are quite satisfied with their position and are ready to remain in it until they retire. Thus, a "springboard" career may be quite acceptable in a market economy for a large group of specialists and employees.

The "ladder" career model provides that each step of a service career represents a specific position that an employee occupies for a fixed time, for example, no more than 5 years. This period is enough to enter a new position and work with full dedication. With the growth of qualifications, creativity and production experience, a manager or a specialist rises up the career ladder (Fig. 3). Each new position the employee takes after advanced training.

The employee will reach the top rung of his career during the period of maximum potential, when a lot of experience has been accumulated and high qualifications, breadth of outlook, professional knowledge and skills have been acquired. Psychologically, this model is very inconvenient for the first managers because of their unwillingness to leave the "first roles". Therefore, it must be supported by a higher management body (board of directors, board) from the humane standpoint of maintaining the health and working capacity of the employee.

The "snake" career model is suitable for a manager and a specialist. It provides for the horizontal movement of an employee from one position to another by appointment with each occupation for a short time (1-2 years). For example, after studying at the school of managers, the foreman works successively as a dispatcher, technologist and economist, and then is appointed to the position of shop manager. This gives the line manager the opportunity to learn more deeply about the specific management functions that will be useful to him in a higher position. Before becoming a director of an enterprise, the manager works as a deputy director for personnel, commerce and economics for 6-9 years and comprehensively studies important areas of activity. The "snake" career model for a line manager is shown in fig. four.

The main advantage of this model lies in the possibility of satisfying a person's need for knowledge of the management functions of interest to him. This implies a constant movement of personnel in the management apparatus, a clear system of appointment and movement, and a detailed study of the socio-psychological climate in the team. This model has received the greatest distribution in Japan on large firms. Professor U. Ouchi says about the workforce distribution in Japan: “Perhaps the most important fact is that every worker knows that throughout his career he will move from one division of the company to another, even located in different geographical locations. Except In addition, in many Japanese firms, rotation throughout the working life extends to all employees.An electrical engineer from circuit design can be sent to production or assembly, technicians can be transferred every year to new machines or to other departments, managers can be moved around all industries business ... When people work all the time in one specialty, they tend to form local goals related only to this specialty, and not to the future of the entire company.

If the rotation of personnel is not observed, the "snake" career loses its significance and may have negative consequences, because some workers with a predominance of melancholic and phlegmatic temperament are not disposed to change the team or position and will perceive it very painfully.

The "crossroads" career model involves, after a certain fixed or variable period of work, the manager or specialist undergoes a comprehensive assessment (certification), based on the results of which a decision is made to promote, move or demote. In its philosophy, this is an American career model focused on the individualism of a person.

Consider a career "crossroads" for a line manager (Figure 5).

After a certain period, let's say 5 years of work as a shop manager, he undergoes retraining at the school of managers with a full range of necessary studies. If his professional knowledge and skills, potential and qualifications, health and performance are high, and relationships in work collective conflict-free, then he is recommended to occupy a higher position by appointment or election.

If the manager's potential is average, but he has professional knowledge and skills sufficient for his position, has good health and is psychologically stable, then he is recommended to be moved to another position. For example, the head of another department. “A new broom sweeps in a new way,” says folk wisdom.

In the case when the manager's rating is low, professional training does not correspond to the position held, there are conflicts in the labor collective, then the issue of demotion or dismissal for gross violations of the enterprise's philosophy is decided.

I want to give another classification of E. Komarov's career development models:

Situational career. The peculiarity of this type of career is that the turns in the fate of a particular person are controlled by His Majesty the Case, in which it is not necessary to take into account any “career planning factors” in advance, they “will come” in due time and will force them to make decisions about personnel movements and appointments. Therefore, there are people who have made a career "on the situation."

Career from the boss. In fact, this is a modification of the previous version, with the only difference being that here the attention is focused on the decision maker (decision maker), on which the career depends. Those who are interested in it involuntarily form a system of work "under the boss", a system of influence on assessments and decisions that are pleasing to themselves and negative for rivals. Pleasing, sycophancy, "what if you please," on the one hand, and intrigue, denunciation, slander, on the other, play a very important role in such a system. Delicately, this type of career is called "dependent", and in a more precise and figurative language, "servant", "sycophantic", "licking", "pleasing".

Career "from the development of the object." There are conditions and situations when an employee's career is, as it were, in his own hands. For example, heading a small subdivision, its head seeks to develop it or turn it into a larger one, and then into an even larger one with a corresponding change in the title of the position held. In this case, the employee's ability to develop the facility and support from management played a leading role. He kind of made his own career.

Self-employed career. Komarov writes that the mind had to meet people who do not expect "career favors", but literally push "leading minds" to make the necessary "career decisions". Some people work so professionally that this professionalism in itself “paves” its way into the “official jungle” teeming with envious people, ill-wishers and hypocrites. This pressure of professionalism is almost impossible to resist if key decision makers appreciate it in this system.

Further, any successful attempt by a headhunter (bounty hunter) who has enticed a class specialist or manager is a kind of do-it-yourself method of making a career. For the management of a given enterprise or organization, such care, if approached in a businesslike manner, should be considered as a “call” about an unfavorable state in the system of personnel motivation and career management.

Career "on corpses". Here the "leading role" belongs to the careerist in a sharply negative sense of the word. Career interests so prevail in his life that he stops at nothing in the desire to go the shortest way to the desired position. The “corpse careerist” uses various methods and techniques to destroy those who interfere with him on the “career road”. It should be emphasized that domestic science, in particular management psychology, has not yet conducted research on the “person of a career” in both the positive and negative meanings of this term. What are his needs and interests? What is his professional appearance? How do career and non-career aspirations affect human behavior and psychology? What is the career motivation? What, in principle, does a career give a “career person” and what does it protect a “non-career person” from? Without appropriate scientific support, it is quite difficult in practice to deal with career problems.

system career. This type is considered the most important feature of the modern level of personnel management. Its main ideas are: to interconnect the various components of a career into a single whole;

create an organizational foundation for career planning;

do not succumb to the influence of random factors, opposing them with a systematic approach and systemic means;

to train personnel officers for the qualified development of a systematic career, the use of modern forms and methods of career management, "career technologies".

It is easy to see that the use of a systematic career (in the first approximation) indicates a desire to manage a career and nullify the opposite system in which the “career element” controls people and their behavior. At the same time, a systematic career requires better information, organizational, social, socio-psychological and psychological technologies. The biggest misconception in this regard is that it is possible to create and manage a systematic career in an enterprise, organization, institution using the old forms and methods, without special training for personnel in personnel departments, managers at all levels of management. That is, the transition to a systematic career and its development should be considered as a kind of innovation with all the ensuing consequences.

Completing this chapter the following conclusions can be drawn:

Current career models show that it can be dynamic, associated with changing jobs, and static, carried out in one place and in one position through professional growth. It can develop as a vertical one, involving promotion through the hierarchical ladder, or it can be horizontal, occurring within the same level of management, but with a change in the type of occupation, and sometimes the profession.

Career planning and development

An employee's career in an organization is made up of the desire of the employee himself to realize his own professional potential and the company's interest in promoting this particular employee.

Organizations whose leaders understand the importance of managing the business career of their employees are taking a serious step towards their own prosperity. Career management makes it possible to "grow" a specialist or leader within the walls of your organization.

At first glance, it may seem that career management requires a lot of time and money and is clearly inferior in terms of efficiency to hiring an already established highly qualified specialist. But with a more detailed analysis, it becomes clear that these costs are fully justified.

On the one hand, an employee who has gone through all the stages of professional growth in one organization knows better its specifics, strengths and weaknesses. This is what makes his work more productive. Unlike someone who comes to the organization "from the street", he does not need time to assimilate the corporate culture: he is already part of it. On the other hand, the behavior of such an employee is easier to predict.

It is safe to say that managing an employee's business career is an active interaction of three parties: the employee, management and the personnel management service.

First, I will consider how each individual employee can manage his business career.

One of the main conditions for a successful career is the right choice of profession, which largely determines the fate of each person. Sociological studies show that approximately 50% of satisfaction or dissatisfaction in life is associated with a favorite or unloved job, and the remaining 50% - with well-being or trouble in family relationships. And for most men, the first is more important, women - the second.

The American psychologist D.L. Holland proposed his theory of career choice. In his opinion, the choice of a career is an expression of personality, and not a random event, where "chance" plays a role. The choice of a profession according to Holland comes down to finding the most suitable environment for oneself, i.e. a professional group in which there are people of the same orientation with specific personal characteristics. He believes that a person's achievements in one form or another of a career depend on the correspondence between personality and environment.

Holland identifies six types of people:

1. Realistic - people with athletic or mechanical abilities like to work with objects, machines;

2. Research - people who love to observe, learn, explore, analyze, decide;

3. Artistic - people who like to work in non-formalized situations, using their rich abilities of intuition, creativity, imagination;

4. Social - people who are skilled in speeches, who love to work with people, purposefully avoid systematic activity, including mechanical;

5. Entrepreneurial - people who like to influence, manage people for organizational or economic benefits;

6. Standard - people who like to work with facts, data, have the ability to calculate and calculate, following instructions.

The classification proposed by him is one of the most popular typologies used in the practice of professional consultations in the West.

A specially designed questionnaire reveals the presence, severity of certain qualities and gives Holland a reason to attribute a person to a certain type and thereby recommend the most suitable range of professions. Although one of the types always dominates, a person, nevertheless, can adapt to the conditions of the environment within two or more types.

In addition, we can highlight the main situations in which a person makes a choice of profession:

1) Tradition: the question of choice did not arise due to tradition, customs.

2) Chance: the choice happened by chance due to some event.

3) Duty: the choice of a profession is connected with the idea of duty, of one's mission, vocation or obligations to people.

4) Target choice: the choice is associated with a conscious determination of the goals of professional activity, based on an analysis of real problems and ways to solve them (before the moment of choice, he knows about his future professional activity). An HR manager is usually faced with an already determined professional, but it is important to know how a person made his choice.

A special place in career management is occupied by its planning. 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 professional development 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 for some time before moving to a new, more promising work.

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 begins new job.

Suppose that a person knows the labor market well, looks for promising areas of application of his labor 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 ability to self-esteem and knowing the labor market, he can select the industry and region where he would like to live and work. Proper self-assessment of your skills and business traits involves knowing yourself, your strengths, weaknesses and shortcomings. Only under this condition can you correctly set career goals.

Examples of career goals include:

Engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;

Get a job or position that meets self-esteem, in an area whose natural conditions favorably affect the state of health and allow you to organize a good vacation:

To occupy a position that enhances opportunities and develops them;

Have a job or position that is creative in nature:

To work in a profession or hold a position that allows you to achieve a certain degree of independence:

Have a job or position that pays well or allows you to simultaneously receive large side incomes;

Have a job or position that allows you to continue active learning;

Have a job or position that simultaneously allows you to take care of raising children or housework.

Career management should begin when you apply for a job. When applying for a job, you are asked questions that set out the requirements of the employing organization. You should ask questions that meet your goals, shape your requirements.

As an example, let's name some of the questions asked by an incoming employer;

What is the organization's philosophy regarding young professionals?

What are the chances of getting a home?

How many days a year will be spent on business trips (including foreign ones)?

What are the prospects for the development of the organization?

Is there a discount when employees buy products manufactured by the organization?

Does the organization practice overtime work?

What are the remuneration systems in the organization?

Who is the competitor of the organization?

Does the organization have its own children's, health-improving institutions?

What are the chances of getting a higher position?

Will conditions be created for training, advanced training

or retraining?

Is it possible to reduce the position and in connection with what?

In the event of a layoff, can you count on the organization's assistance in finding employment?

What are the principles of formation of the pension fund, the possible size of the pension?

When managing a career in the process of work, each employee must remember the following 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 a higher-paying position that 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 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, 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 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.

The means of implementing the career plan is successful work in the position held; professional and individual development; education; effective cooperation with the head; creating a position and image in the organization. Today it is believed that career success depends on the ability to work at the junction of different fields of activity.

Unfortunately, for a successful career development, the wishes of the employee alone are not enough, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder requires professional skills, knowledge, experience, perseverance and a certain element of luck. To bring all these components together, an employee often needs outside help. Traditionally, he received this help from relatives and acquaintances, educational institutions he graduated from, societies in which he participated, and even from the state to which he paid taxes. AT modern world the most important source of support for an employee in career development is the organization in which he works. This state of affairs is easily explained - modern organizations see the development of their employees as one of the fundamental factors of their own success and therefore are sincerely interested in developing their careers. It is no coincidence that career development planning and management has become one of the most important areas of human resource management in the last 20 years.

Further in the term paper, I will consider the actions of organizations to manage the careers of their employees. E. Komarov writes that any organization, including careers, is reflected, first of all, in certain documents, which include: Career regulations; Actual career patterns; Planned career models (examples of typical career models were discussed by me in the previous chapter).

Career regulation - a document regulating the process of career management at an enterprise, in an organization. At present, it is too early to talk about any established structure of this provision, but, in principle, its most characteristic sections can be distinguished:

1. General part.

2. Goals and objectives of a career.

3. Career management organization.

4. Evaluation of personnel in the career process.

5. The order of preparation and decision-making on a career.

6. The system of documentation used.

Actual career models are either accumulated "photos" of the careers of specific people in a given enterprise, or created "today and now" for some purpose. "Photographing" a career provides the necessary information about the transition from position to position (both horizontally and vertically), the time spent in each position, changes in the age of a person, advanced training, changes (dynamics) in knowledge, skills, abilities, etc. Actual career models are useful in that they can give an idea of a real career, its mechanism, which you need to know for further improvement. Inventory Questions on Actual Career Models: What actual career models can be drawn up in an organization? In what form can they be presented or depicted? What is typical for these models? What was the basis of the decisions made regarding personnel transfers? What results of the candidate's work are the basis for evaluation during these transfers? How is career related to changing competencies? How was competence assessed, i.e. level of knowledge, skills and abilities? What forms and methods of advanced training were used in the career process?

Planned career models are developments on the possible careers of employees. They include definitions of job relocations, descriptions of requirements for candidates, time intervals, forms and methods for assessing knowledge, skills and abilities, performance results, and so on.

Inventory questions on career planning models: Does the organization have experience in developing career planning models? If so, what are the shapes of these models? If not, which one personnel service need to be trained to develop these models? Where can you learn this? Should new recruits be introduced to these models? Are the “career needs” of staff in the organization being explored? If yes, who is doing it? What means are used for this? If not, who should be trained and where? What systems are used to assess the level and content of knowledge, skills and abilities of candidate workers for the "career ladder"?

Career management consists in organizing a systematic horizontal and vertical promotion of an employee through the system of positions or jobs, starting from the moment he is accepted into the organization and ending with the alleged dismissal. Thus, a career should be a manageable process, and therefore planned. Career planning consists in determining the goals of the employee's professional development and the ways leading to their achievement. The implementation of a career development plan presupposes, on the one hand, the professional development of an employee, i.e. the acquisition of the qualifications required to occupy the desired position, and on the other hand, the consistent employment of positions in which work experience is necessary for success in the target position.

Career development refers to the actions that the employee and the organization take to implement the career plan and professional advancement of the employee. Planning and managing career development requires the employee and certain additional (compared to routine professional activities) efforts. Many Western organizations have begun to create formal systems for managing the career development of their employees. The employee is offered various programs (training, consultations). The overall goal of these programs is to match an employee's needs and goals with current or future advancement opportunities within the organization. Such programs should:

offered regularly;

Be open to all employees of the organization;

Modify if their assessment indicates that changes are needed;

Give full information about vacancies and the qualifications that are necessary to fill them;

Specify the system under which skilled workers may apply for these vacancies;

Help employees set career goals.

The most common employee career management model is the career planning and development partnership model.

Partnership involves the cooperation of three parties - the employee, his manager and the human resources department. The employee is responsible for planning and developing his own career. The manager acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages resources, manages the distribution of working time, and certifies the employee.

The Human Resources Department plays the role of a professional consultant and at the same time general management career development process in the organization.

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

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

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

The results of work in the position. Successful performance of official duties is the most important prerequisite for promotion. Cases of promotion of employees who do not cope with their duties (even with great potential) are extremely rare;

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

Effective partnership with the leader. The implementation of a career development plan to a large extent depends on the manager, who formally and informally evaluates the work of the employee in his position and his potential, is the most important channel of communication between the employee and the top management of the organization that makes decisions about promotion, has the resources necessary for the development of the employee.

Prominent position in the organization. To advance in the organizational hierarchy, it is necessary that management is aware of the existence of an employee, his achievements and opportunities. You can announce yourself using professional achievements, successful performances, reports, reports, participation in the work of creative teams, mass events. In this case, a successful partnership with the Human Resources Department is extremely important, the positive opinion of employees of which about the potential of an employee is a necessary condition for the progressive development of his career.

The most important component of the career development management process is the assessment of the progress achieved, in which all three parties participate: the employee, the manager, the human resources department. Evaluation takes place periodically, typically once a year (often in conjunction with an employee appraisal, although more recently many organizations tend to separate these events) during a meeting between employee and supervisor, and then validated by the Human Resources department. Not only progress in the implementation of the plan is assessed, but also the realism of the plan itself in the light of the events that have occurred over the past year, the effectiveness of its support from the head and the organization as a whole. The result of the discussion is an adjusted career development plan.

Like any organizational process, career development needs to be evaluated for effectiveness. Since this process is aimed primarily at improving the efficiency of the organization as a whole, its results (success in achieving the goals of the organization) show how effective the work in the field of career management is. More specific indicators that characterize career development management in an organization are: 1. staff turnover (comparison of indicators for employees involved in career planning and development, and not participating in this process); 2. promotion (comparison of percentage indicators (the ratio of employees who received a promotion to the total number of employees in the group) for employees involved in career planning and development and not participating in this process); 3. occupation of the released key positions employees of the organization and accepted from the outside; 4. conducting surveys of employees involved in career planning and development.

Thus, career management is a complex process that requires significant costs, but its formal existence does not guarantee the realization of professional ambitions for all employees of the organization. People differ from each other in terms of abilities, level of education, qualifications. So not everyone, even with an effective promotion system, will be able to take the most high positions. In the absence of career plans, spontaneous relocations can lead to a decrease in the enthusiasm and motivation of employees, since they will not see the logic in all this. In addition, such transfers can interrupt the work process and lead to a decrease in productivity and creativity.

However, S. Shekshnia writes that today scientists and managers are beginning to wonder about the effectiveness and expediency of this management method. This change in attitudes towards career development is primarily due to two factors: an increase in the rate of change in the external and internal organizational environment and a change in the relationship between employees and the organization. Accelerating the process of change makes traditional career planning extremely difficult, because often the organization does not know what might happen to it in a few months, not to mention years. When the leadership of an American multinational company decided to restructure and liquidate the head offices of four of its divisions, hundreds of managers and specialists with career plans developed for several years ahead were left out of the organization or in new positions that they had not thought of. On the other hand, many employees do not see their relationship with the organization as anything other than a temporary alliance that lasts only as long as it is beneficial to both parties. In this view, employees try to plan their careers on a global scale, and work within an individual organization is seen as one step towards the ultimate goal. Their interest is in improving professional skills, acquiring new knowledge and skills, increasing their own value in the external labor market. Naturally, long-term career planning within the organization in this case is practically meaningless.

This chapter focuses on career planning and development. In conclusion, the following results can be summarized: 1) in any organization there is a mutual interest in the development of the career of the personnel of both the organization and the employee himself. 2) The main mechanism of career development is the combination of the interests of the employee (satisfying the needs for life support, social recognition, self-realization) and the organization ( effective solution service tasks). 3) In the process of implementing a career, it is important to ensure the interaction of all types of careers. This interaction involves the following tasks: ensuring that career planning is focused on a specific employee in order to take into account his specific needs; ensuring the openness of the career management process; elimination of "career dead ends", in which there are practically no opportunities for employee development; improving the quality of the career planning process; formation of visual and perceived criteria for career growth used in specific career decisions; studying the career potential of employees; providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations; determination of career paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

Conclusion

The main purpose of my course work is to consider ways to plan and develop a career. In the first chapter of the course work, I examined the concept of a career and the main types of career, the second chapter is devoted to the stages of a career, the third chapter discusses the main career models, and the last chapter discusses the main ways of planning and developing a career. Selecting material for the course work, I searched for information on the INTERNET. In the course of this search, I came across many announcements of special seminars, trainings in training in planning and career development. This once again emphasizes the importance of the topic of the course work.

Thus, managing the business career of employees is one of the priority areas in working with personnel. And if Western companies work in this area constantly and for quite a long time, then for Russian business this concept is still quite new.

Employee career management is an activity that requires certain material costs on the part of the company. But those costs are well worth it. competitive advantages that the company receives in return. People are perhaps the most important type of resource available to any organization. Consequently, the costs of its development are nothing more than an investment in a stable and successful "tomorrow" of the company.

Literature:

1. Egorshin A.P. Personnel Management. - N. Novgorod, 1997

2. Zaitsev G.G. Personnel management - St. Petersburg: North-West, 1998

3. History and modern problems of personnel management / Ed. IN AND. Danilova - St. Petersburg: SZAGS, 1999

4. Komarov E. Career management. Part 1, 2 // Personnel management, No. 1, 1999

5. Maslov E.V. Enterprise personnel management - M.-Novosibirsk, 1998

6. Personnel management / Ed. T.Yu. Bazarova, B.L. Eremin. – M.: Unity, 2002

7. Personnel management of the organization / Ed. AND I. Kibanova. – M.: Infra-M, 2001

8. Shekshnia C.B. Personnel management of a modern organization. - M.: "Intel-Synthesis", 1998

Obozov N.N., Shchekin G.V. Psychology of working with people. - Kyiv, 1990. - P.48.

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