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• Introduction. 2
• 1. Career 5
• 1.1 The concept of a career. 5
• 1.2 Types of career. 5
• 1.3 Career stages 8
• 1.4 Career development models 13
• 2. Career planning and development 22
• 3. Career planning and development on the example of Zhirovoi Kombinat OJSC. 35
• 3.1. General characteristics of the activities of OJSC "Fat Plant" 35
• 3.2. Analysis of personnel incentives at OAO Zhirovoi Kombinat 36
• 3.3. Development of a business career management system as a factor in stimulating staff 40
• Conclusion 51
• Bibliography 53
• Introduction
• 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 object of research is a career. The purpose is to describe a person's ability to plan and develop a career. The subject of the research is planning, organization, stages and methods of career development.
• 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.
• 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.
• As an example, let's name some career goals: to engage in an activity or to have a position that corresponds to self-esteem and therefore provides moral satisfaction:
• - get a job or position that meets self-esteem, in an area whose natural conditions favorably affect the state of health and allow you to organize a good rest;
• - hold a position that enhances your capabilities 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;
• - to have a job or a position that makes it possible to continue active learning;
• - have a job or position that simultaneously allows you to take care of raising children or housework.
• Career goals change with age, and also as we change ourselves, as our qualifications increase, etc. Forming career goals is an ongoing process.
• Career management should begin when you apply for a job. When hiring, you are asked questions that set out the requirements of the employing organization. You should ask questions that meet your goals, form your requirements.
• As an example, here are some questions asked by an incoming employer:
• * What is the organization's philosophy regarding young professionals?
• * what are the chances of getting housing?
• * 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?
• * whether the organization practices 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 case of reduction, can the organization help in finding employment?

* what are the principles of formation of the pension fund, the possible size of the pension?

1. Career

1. 1 Career concept

A career is a subjectively conscious own judgment of an employee about his/her labor future, the expected ways of self-expression and job satisfaction. This is a progressive promotion up the career ladder, a change in skills, abilities, qualifications and remuneration associated with the employee's activities. A person's life outside of work has a significant impact on a career, is part of a career. This is progress along the once chosen path of activity. For example, getting more powers, higher status, prestige, power, more money. A career is not only promotion. You can talk about the careers of housewives, mothers, students, and so on. The concept of a career does not mean an indispensable and constant movement up the organizational hierarchy.

In other words, a career is an individually conscious position and behavior associated with work experience and activities throughout a person's working life.

1 .2 Career types

There are two types of career: professional and intraorganizational.

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. A particular employee can go through these stages sequentially in different organizations.

Along with a professional career, an intra-organizational career should be distinguished. It covers a sequential change in the stage of development of an employee within the same organization. Intraorganizational career is realized in three main directions:

1. vertical - it is with this direction that the very concept of a career is often associated, since in this case the advancement is most visible. Under the vertical direction of a career is understood the rise to a higher level of the structural hierarchy;

2. horizontal - meaning either moving to another functional area of ​​activity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, acting as 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);

3. centripetal - this direction least obvious, although in many cases very attractive to employees. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, confidential appeals, and certain important assignments from management.

The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely:

1. achieving the relationship between the goals of the organization and the individual employee;

2. ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations;

3. ensuring the openness of the career management process;

4. elimination of "career dead ends", in which there are practically no opportunities for the development of an employee; improving the quality of the career planning process; formation of visual and perceived criteria for career growth used in specific career decisions;

5. studying the career potential of employees; providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;

6. 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.

Practice has shown that often employees do not know their prospects in this team, this indicates a poor organization of work with personnel, a lack of planning and career control in the organization.

The planning and control of a business career lies in the fact that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. The employee must know not only his prospects for the short term and long term, but also what indicators he must achieve in order to count on promotion.

There is currently a growing interest in job security around the world. There are reasons for this:

Fear of being fired creates a nervous environment and reduces productivity;

The fear that the use of new equipment will lead to a reduction in jobs leads to a slowdown in the technical development of production;

High employee turnover is costly for the organization, especially when it comes to highly qualified personnel.

Ensuring job security is one of the most difficult problems of managing work with personnel in organizations. Some managers do not even want to consider this problem, believing that in the market conditions the entrepreneur himself decides when and whom to fire.

However, if the leaders of the organization expect employees to be willing to increase productivity, quality and efficiency, then they must provide them with certain guarantees of keeping their jobs.

One type of business career control is the non-specialized career.

For example. 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 3 years. 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 leader has a much smaller amount of special knowledge (which will lose its value in 5 years anyway) and at the same time has a holistic view of the organization, backed up by the same personal experience.

1.3 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:

Table 1. Managerial Career Stages and Needs

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 formative 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.

Stageconservation 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).

Stagecompletion 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 get less job satisfaction 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 the wages of this organization when they retire and would be a good addition to the pension 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 and 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. To do this, organizations interested in effective management career, special studies are being conducted. 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, a career stage (as a point on the time axis) is not always associated with a stage 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" for 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 features what is recognized by comrades 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 phase of authority, like the phase of mastery, 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;

mentor(mentoring phase). An authoritative master of his craft, in any profession "acquires" like-minded people, adopters of experience, students.

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 stage of the career that he is going through in this moment. 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.

1.4 Career development models

Egorshin Egorshin A.P. Personnel Management. - Nizhny Novgorod, 2001 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. 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 conditions market economy for a large group of professionals 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, the manager or specialist rises through the ranks (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.

After occupying the top position, a systematic descent down the career ladder begins with less intensive work that does not require making difficult decisions in extreme situations, leading a large team. However, the contribution of the manager and specialist as a consultant is valuable for the enterprise.

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 "Egorshin A.P. Personnel Management. - N. Novgorod, 2001.

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 the relationship in the workforce is conflict-free, then he is recommended to occupy a higher position through 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 career development models E. Komarov E. Komarov Career Management. Part 1, 2 // Personnel Management, No. 1, 2003:

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 focus is 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.

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. "Corpse Careerist" uses various methods and methods of destroying 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 personnel of personnel divisions, heads of 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.

2. 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 the management of an employee's business career is an active interaction of three parties: the employee, management and the personnel management service.

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.

First, I will 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. Moreover, for most men, the first is more important, for women - the second Obozov N.N., Shchekin G.V. Psychology of working with people. .

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 who have 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 skillful 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 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.

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 on to a new, more promising job.

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 for 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, an employee's wishes alone are not enough for successful career development, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder requires professional skills, knowledge, 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 who graduated, the 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.

E. Komarov Komarov E. Career management. Part 1, 2 // Personnel Management, No. 1, 2003 writes that Any organization, including careers, is reflected, first of all, in certain documents, which include: Career Regulations; Actual career patterns; Career plans.

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;

* be modified if their assessment indicates that changes are needed;

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

* indicate the system under which qualified workers can 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 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:

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

* professional and 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 head. 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 characterizing 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);

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Career: concepts and stages. Career types. Career stages. Business career management. Promotion of employees in the company. Personnel career management in the intra-company labor market. Service and professional promotion.

Career planning is one of important aspects building a successful career.

It consists in determining the goals of the employee's development and the ways leading to their achievement. The implementation of a career development plan involves, on the one hand, the acquisition of the qualifications required to occupy the desired position through vocational training, internships, attendance at advanced training courses, that is, the professional development of the employee, and, on the other hand, the consistent occupation of positions in which work experience is necessary for work in the position. As a rule, in every enterprise there are standard career ladders that lead to the positions of top managers.

Career development planning and management requires from the employee and from the enterprise (if it supports this process) certain additional (compared to routine professional activities) efforts. There are a number of benefits to planning, both for the worker and entrepreneurial organization where he works.

For an employee, this means:

a higher degree of satisfaction from working in an entrepreneurial organization that provides him with the opportunity for professional growth and an increase in his own well-being;

clear vision of personal professional

the possibility of preparing for future professional activities;

increasing competitiveness in the labor market.

An entrepreneurial organization receives the following benefits:

obtaining motivated and loyal employees, which increases labor productivity and reduces staff turnover;

career development individual workers as an important source for determining vocational training needs;

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

The realization of these and other benefits has prompted the management of many business organizations to create systems for managing the career development of their employees. One of the most common models for managing this process has become the partnership model for career planning and development (Figure 1.)

Rice. one. The process of planning and career development of an employee of an entrepreneurial organization

Career planning is an activity that has:

Goal: building a successful career or something similar (everyone has their own goals)

The subject is an employee.

Mentor in the form of a leader.

HR Consultant.

Partnership involves the cooperation of three parties - the employee, his manager and the personnel department.

The employee is responsible for planning and developing his own career, or, in other words, is the owner of this process.

The manager acts as a mentor to the employee. His support is necessary for successful career development, since he manages resources, manages the distribution of working time, and certifies the employee.

The Human Resources Department plays the role of a professional consultant and at the same time carries out the overall management of the career development process in an entrepreneurial organization.

After hiring, human resource specialists train the new employee in the basics of career planning and development, explain the principles of partnership, the responsibility and opportunity of the parties involved. Training has two main goals:

to interest the employee in career development;

provide them with the tools to start managing their own careers.

At the next stage of developing a career development plan, the employee determines the position (positions) that he would like to occupy in the future, based on his own professional interests and methods for their implementation. At this stage, the employee needs qualified assistance from the personnel department and his own manager, first of all, to determine his own capabilities and shortcomings, as well as development methods. Some enterprises conduct special testing to determine 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 conduct a certain check on the reality of the employee's career expectations, but also to involve the manager in the process of developing the career of this employee from the very beginning and thereby enlist his support.

The implementation of a career development plan depends primarily on the employee himself.

If the employee is:

industrious

workable,

person interested in work

talented

sociable

person, then he, of course, has more chances to build a successful career.

Work is the way to success! "Work hard! The world will not be a paradise

For those who want to live lazy."

At the same time, it is necessary to bear in mind not only personal qualities person, but also a certain set of conditions:

results of work in the position. Successful performance of official duties is the most important prerequisite for promotion;

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

effective partnership with the leader. The implementation of a career development plan to a large extent depends on the manager, who formally or informally evaluates the work of the employee in his position and his potential, is the most important channel of communication between employees and the top management of the entrepreneurial organization, who makes decisions about promotion;

prominent position in a business organization. To advance in the organizational hierarchy, it is necessary that the enterprise is aware of the existence of the employee, his achievements and opportunities.

P Career planning based on the formation of a personnel reserve is an integral part of personnel development at the enterprise.

Career planning allows employees to see what position they can get if they acquire the appropriate positive experience under certain initial conditions. Career plans, unlike development plans, are not aimed at specific jobs, but reflect only professional activity at the enterprise. They should be developed on the basis of a thorough analysis of the work, as they have a strong motivating effect, which, when adverse conditions can lead to serious disappointment.

There are two types of career: professional and intraorganizational.

Professional career characterized by the fact that a particular employee in the course of his working life goes through various stages of development: training, employment, professional growth, support for individual professional abilities and, finally, retirement. An employee can go through these stages sequentially in different organizations.

Intraorganizational career covers a successive change in the stages of development of an employee in one organization. She may be:

vertical - rise to a higher level of the structural hierarchy;

horizontal - moving to another functional area of ​​activity or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, acting as the head of a temporary target group, program, etc.). A horizontal career can also include the expansion or complication of tasks within the occupied stage (as a rule, with an adequate change in remuneration);

centripetal - movement to the core, the leadership of the organization, for example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature; gaining access to informal sources of information; confidential appeals, execution of certain important assignments of the management.

Career plans are often developed in graphic form. For the development of a career specialist in the design field, planning may, for example, look like this is shown in Fig. 1. Other career options are shown in Annexes 1 and 2. Job occupancy planning is carried out in the form of job succession planning and job occupancy planning.

This planning essentially depends on whether the existing structure is static and how changeable it is.

A manager's career can be conditionally divided into several stages, each of which is associated not only with the official level, but also with a certain stage in life (Table 1).

preliminary stage includes schooling, secondary and higher education and lasts up to 25 years. During this period, a person can change several different jobs 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 formative stage , which lasts about five years - from 25 to 30 years. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion takes place and there is a need to establish independence. He continues to be concerned about the safety of existence, health. Usually at this age, families are created and formed, so there is a desire to receive wages, the level of which would be higher than the subsistence level.

Rice. 1. Career plan for a specialist in the design field

Table 1

STAGES OF A MANAGER'S CAREER

Stage career	Age, years		Moral needs at the stage	Physiological and material needs at the stage
Preliminary Becoming	up to 25 up to 30	Study, tests at different jobs Mastering work, developing skills, forming a qualified specialist or leader	The beginning of self-affirmation Self-affirmation, the beginning of achieving independence	Existence security Security of existence, health, normal wages
Promotions	Up to 45	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	Up to 60	The peak of improving the qualifications of a specialist or manager. Training. Youth education	Stabilization of independence, growth of self-expression, beginning of respect	Increasing wages, interest in other sources of income
Completions	After	Preparing for retirement, shifts and a new activity in retirement	Stabilization of self-expression, growth of respect	Maintaining wage levels and increasing interest in other sources of income
pension	After	Taking on a new activity	Self-expression in a new field of activity, stabilization of respect	Pension, other sources of income, health

Promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, the employee moves up the career ladder. A wealth of practical experience is being accumulated, skills are being acquired, the need for self-affirmation, achieving a higher status and even greater independence is growing, the employee's self-expression as a person begins. During this period, much less attention is paid to meeting the need for security, the worker's efforts are focused on issues related to increasing wages and health.

Conservation stage 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 there is an increase in it 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 creative self-expression, it is possible to rise to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself, for others who have reached their position through honest work. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, there is an increasing interest in other sources of income (for example, participation in profits, capital of his own and other organizations, purchase of shares, bonds).

completion stage lasts from 60 to 65 years. The employee begins 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 (the employee receives less satisfaction from work and experiences a state of psychological and physiological discomfort), self-expression and respect for himself and others like him from his environment reach the highest point of the entire career period. The employee is interested in maintaining the level of wages, but seeks to increase other sources of income that would replace wages at retirement and would be a good addition to the pension 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 the people of one's circle is stabilized. But financial and health conditions can make you constantly worry about other sources of income and health.*
* See more details in the book: Personnel management of the organization. M. 1997, pp. 300-305.

Career planning for managers and specialists is an integral part of the personnel policy of the company, which is organically included in the system of work with the personnel reserve, ensuring the development of the personality of employees, the solution of strategic innovative, production, technical, managerial and social tasks. The career of a manager and a specialist is a comprehensive creative and professional development of a person in the process of activity and his job growth (promotion), based on potential opportunities, continuous education, and motivational processes. Career planning for a decision-maker and a specialist involved in their development and implementation is based on the Civil Code of the Russian Federation, the Labor Code, tariff and qualification requirements, standard qualifications for employees of management and production structures, other documents.

The career plan of a manager and a specialist, an integral part of the work plan with a personnel reserve, differs from the latter in duration and represents the planning of a life and work path, the pace of promotion of an employee by category and position, is based on a gradual lengthening of the length of stay at each stage of activity, is focused on multi-stage tests , stimulation of labor activity, creation of favorable conditions for meeting the needs of the individual in self-affirmation and recognition.

METHODOLOGICAL AND ORGANIZATIONAL BASES OF CAREER PLANNING

P Career planning is the development of the most probable position replacement system for a particular manager or specialist during his work. The movement is carried out within the framework of the position replacement scheme: position growth and rotation. Job growth is the replacement of a position of a higher level than previously occupied. Rotation is the appointment of an employee ("horizontally") to a position of the same official level, as a rule, with additional moral and material motivations.

The main source of filling positions in the management hierarchy in the management structures of enterprises, organizations and institutions is job growth from junior to senior positions, taking into account the development of structural units, work experience and the results of annual certification of managers and specialists. Positions, starting with the deputy head of the department and the chief specialist, as a rule, are filled by competition. In linear subdivisions, the promotion of managers is mainly "vertical", but it is also possible to rotate to newly created structures at enterprises that are in a pre-bankruptcy state. Specialist positions are filled by growth within staffing from junior to senior positions and through the personnel reserve system.

The initial factor in planning the career of managers and specialists is the five-year and current planning of the need for personnel of these job categories, taking into account the forecast for the development of the enterprise based on the expansion of its activities in the market, the development of new technologies and other achievements of scientific and technical progress. Individual career development plans after a special selection are developed for managers and specialists by human resources departments together with heads of departments and employees for key positions and specialties, as well as for the most promising, gifted, enterprising workers. For other managers and specialists, development is proceeding according to the work plan with the reserve. Individual career planning for an employee enlisted in the reserve is carried out taking into account the requirements of a particular position, its potential, professional and personal qualities.

When making a plan career advancement(growth) of the manager and specialist it is necessary:

consider the sequence of possible positions in linear structures or control apparatus;

determine the ways of development of abilities, training, retraining and advanced training of the manager and specialist at various stages of his activity;

provide for a systematic assessment and control of the results of labor, cultural, technical and professional growth, accumulation of experience, personal development;

evaluate fundamental knowledge, desire for theoretical, strategic activities in the conditions of market relations, knowledge of management, marketing, personnel management, audit;

take into account that over time, when moving from one job category in another, with a change in areas of activity, the qualities of an employee change and the requirements for him, as a rule, increase.

They can be the basis for predicting vacancies and filling positions.

General provisions

1. real guidelines designed to provide practical and methodological assistance to managers different levels and employees of personnel services on career planning for managers and specialists.
2. An employee's career* is a process of production activity, during which an employee, moving up in the service, masters new technologies and techniques, techniques, functional and job responsibilities, management, social roles, etc. At the same time, it is necessary to comply with the conditions of mutual interest in the career development of both the enterprise and the employee himself. A career is a motivation to achieve success, self-knowledge, success and dedication, self-control and efficiency, self-confidence and objectivity, etc., i.e., a process of successful self-realization, accompanied by social recognition and being the result of career advancement.
   * Hereinafter, we mean the heads of enterprises and departments and specialists at all levels.
3. An employee's career depends almost entirely on his desire to develop it, and the enterprise should contribute to this if it suits his plans.
4. The development of an employee's career, i.e., the transition from one stage to another, etc., is always governed by the needs of the enterprise where the employee works, and the employee's desire for this. But the administration of the enterprise and those on whom it depends should keep in mind that a career should be a manageable process, and therefore a planned one. At the same time, planning should be long-term and linked to the development plans of the enterprise. At the same time, career planning, being an element of personnel planning, cannot be of a directive nature, since both a person (his interests, orientations, etc.) and plans of an enterprise can change over time. The career plan can be adjusted according to the timing, etc.
5. The basis for drawing up a career development plan may be the severity or presence of the following indicators characterizing the production activities and behavior of the employee:

career motivation;
high-quality and efficient work over the past few years;
the conclusion of the attestation (competitive, admission or other) commission or the head of the enterprise;
professional competence and erudition (training);
conclusion or recommendation of another enterprise, if the employee entered (transferred) to work from it;
psychological suitability for the required production activity.

At the same time, it is recommended to plan a career for at least 5 and no more than 10 years, since adaptation to new position(especially leadership) occurs in 2-5 years, and after 10 years, working conditions may change significantly, etc.

1. An employee's career should be built on the basis of a number of principles for its development. This allows you to highlight the main elements, stages and features of a career as a process and take them into account when working with a person. The following principles should be put as fundamental:

individuality, which implies a certain selectivity in career development planning, since not all managers and specialists can meet the requirements (according to abilities, age, educational level, etc.);
the interest of the enterprise and the employee in career development, which implies a promising development of production, motivation for career development and a number of other factors;
stimulation (moral and material) and material support, financing of the development of an employee's career in the plans of the enterprise;
mandatory professional growth, which involves advanced training, growth of professionalism (skill), appropriate planning, etc.;
socio-psychological comfort and satisfaction, which is ensured by social recognition, the growth of material well-being, etc. (upon promotion or category, etc.);
objectivity, which implies the exclusion of the influence of subjective factors on the part of managers who plan and control career development.

1. It is recommended that an employee's career planning be carried out by the head of the enterprise (or his deputies) with the involvement of the immediate supervisor of the employee and the head (employee) of the personnel management service (HR department). In this case, career planners must have the appropriate outlook, know long-term plans development of the enterprise and industry, to have data on personnel planning and their needs, etc. All this ensures the preparation of a competent and accurate career plan for an employee that meets the needs of the enterprise and the interests of the employee himself.
2. The employee's career plan is approved by the head of the enterprise, they get acquainted with him:

relevant deputy heads of the enterprise;
head of the personnel management service;
head of the department where the employee works;
relevant personnel officers;
the employee for whom the plan is drawn up.

The approved career plan of the employee is stored in the personnel management service and (the second copy) by decision of the head of the enterprise with the head of the department in which the employee is located.

Rice. 2. The structure of the employee's career

STRUCTURE AND CAREER DEVELOPMENT

1. Employee career structure

1.1. An employee's career as a long process includes a number of interrelated elements. They should include (Fig. 2) substructures: personal, production and value. In addition, each substructure of an employee's career should include the following elements:

personality substructure:

• career motivation;
• personal qualities;
• self-realization (based on the growth of qualifications, professionalism, experience), which is expressed in promotion, growth in material well-being, etc.;
• social recognition as evidence of approval by others of the employee's aspirations for career development, the means and methods used to achieve a career, the prestige of these goals, etc.;

value substructure:

• social affiliation, often predetermining the forms and ways of career development;

  generally accepted social values ​​( human dignity, civic duty, material well-being, behavioral norms and attitudes, etc.);

  prestige of career development, etc.;

production substructure:

• expansion of production (according to plans for development, modernization, etc.);
• implementation new technology and technology;
• transition to new economic relations determined by the development of society and the country as a whole;
• the quality and efficiency of the work of an employee, department, enterprise;
• the need of the enterprise in the development of an employee's career, etc.

1.2. All substructures determine the development of an employee's career in a complex and are interconnected. Therefore, when planning an employee’s career, all elements of the career structure should be taken into account, since otherwise the enterprise and the social environment will face negative manifestations, for example, the employee’s indifference to generally accepted social values will lead to following the principle of "career at any cost". Inflated aspirations and self-esteem can lead to the fact that the employee will strive for career development, although his personal qualities do not meet the requirements of the workplace. Suppose that the enterprise does not have the development and updating of technologies and equipment in the future, but the administration plans to develop the employee's career. This will lead to the fact that at some stage the plan will not be fulfilled due to the lack of the possibility of movement, etc. (no new technology etc.). In any of the above examples, the development of the employee's career proceeds abnormally, with damage to the enterprise (labor group) and the employee.

1.3. The development of an employee's career can only take place when the employee himself and the administration of the enterprise ensure the development of all elements (substructures) of the career as a whole.

1. Employee career development.

2.1. As noted above, an employee's career is a long process that may include a number of periods, often recurring (Fig. 3.). These periods (stages) include:

Advanced training (retraining, internship) in the system of continuous learning (CSS);

Enrollment in the personnel reserve for promotion to leadership positions when an employee is required to undergo training at the SSS (advanced training, retraining, internship) according to individual plans;

Appointment for more high position(according to the results of training in the reserve or by decision of the competitive, attestation commission, or by decision of the management of the enterprise);

Rotation of an employee within his unit or enterprise to expand his horizons, in which job duties change without changing wages, at least without reducing it.

2.2. All types of employee rotation, training in the SSS, enrollment in the personnel reserve and promotion are recommended to be carried out only with the consent of the employee, since "power" methods of work in this case are unacceptable

Rice. 3. Stages (periods) of career development

1. Tasks and features of career planning

3.1. When planning an employee's career, it must be borne in mind that tasks are solved that:

puts the employee in front of him: achieve a higher official position; ensure high material well-being; open the mind; raise authority, prestige; gain the respect of others, etc.;

stand in front of the division, enterprise: select from among the employees (especially young ones) competent, independent, meeting the requirements and possessing a number of qualities (organizational, communicative, working capacity, stress resistance, responsibility, etc.) specialists and managers and, through their gradual development and relocations, prepare for appointment to high and responsible positions.

3.2. If, in the opinion of the heads of the department, personnel service, enterprise, the employee deserves career planning, which is in the interests of the enterprise, then it is necessary to determine the employee's attitude towards this. To do this, a conversation is held with the employee, which is structured in such a way that he reveals his attitude to the tasks solved by the enterprise, to its possible expansion and the need, in connection with this, to prepare in the SSS, to move at work (rotation and promotions), etc. . The conversation is recommended to be conducted by the head of the personnel service or one of its leading specialists as the most prepared for this complex method of psychological diagnostics.

3.3. When identifying an employee's motivation for career development (i.e., attitudes towards promotion, success, self-realization, recognition, etc.), it is advisable to determine the compliance of the severity of a number of personal qualities (professionally important) with the requirements of professional activity. In other words, one should evaluate personal qualities and their compliance with the criteria of professionalism and professional suitability by methods of psychological diagnostics.

3.4. An employee seeking to make a career has the opportunity with the help of computer system"Self-Assessment of Qualities of a Manager for Career Planning" (SCPC) to look at yourself as if from the outside and get recommendations on which qualities require development and which do not. It is advisable to inform about the desirability of this procedure in a conversation that a personnel officer should conduct before career planning.

3.5. In the event that the enterprise has a need to train appropriate managers from its personnel reserves, and the candidate has, as the interview and testing showed, motivation and personal qualities that meet the requirements, an employee career plan is drawn up.

The form of the plan and a sample of its completion are given in Appendices 1-3.

The plan should indicate:

General personal data (last name, first name, patronymic, position held, age, education and its type, general work experience and in the position held);

Conclusion of the last attestation (competitive) commission;

The results of the last interview and assessment of the level of professionalism (including personal qualities);

Information about previous training in the SNO, in the personnel reserve, etc.;

3.6. Participants in the preparation of an employee's career plan should act only in such a way that the interests of both the enterprise and the employee are satisfied. They should keep in mind that the employee’s career plan should be the basis for all his movements, referral to training in the SSS, the presentation of certain requirements for the employee (on the one hand) and the construction of a specific model of professional activity by the employee (on the other hand). Therefore, although a career plan cannot be a directive with obligatory fulfillment, its compilation is a responsible matter and frivolity, superficiality, negligence in relation to the employee are unacceptable here.

Attachment 1.

EXAMPLE PLAN OF CAREER DEVELOPMENT OF THE MANAGER AND SPECIALIST

Ivanov Ivan Ivanovich, born in 1955, higher education: mechanical engineer

Technologist	Deputy Head of Department	Head of Department	Chief technologist	Chief Engineer	Head of Department
Basic requirements: knowledge of the system that provides production technology; knowledge of development issues technological processes; preparation of technical documentation, study excellence in technology patronymic	Year birth	Position, time of employment	Career development potential through
			5 years	10 years	15 years and more
	1.	Sidorov Ivan Petrovich	1956	Leading specialist from 15.06.92	Main specialist	Boss sectors	Deputy chief department
	2.	Kozlov Fedor Ivanovich	1959	Main specialist from 27.04.93	Boss sectors	Deputy Chief department	Boss department

Appendix 3

SAMPLE CAREER PLAN

Approved by the Head of the enterprise

CAREER PLAN

General information

1. Last name: Petrov
2. Name: Peter.
3. Middle name: Petrovich.
4. Position: shift engineer of a one-shop CS.
5. Age: 27 years old.
6. Work experience: 9 years, of which 4 years in the last place.
7. Education: higher special education, graduated in 1995 from MING im. Gubkin.
8. Conclusion of the last attestation commission: "Complies with the position held, possesses good knowledge and skills. Worthy of promotion to higher positions."
9. Training in SNO: did not pass.
10. Being in the personnel reserve: not enrolled.
11. Evaluation based on the results of the interview: I am satisfied with the job, I would like to improve my professional horizons, I am interested in career development.
12. Integral assessment of professionalism and personal qualities: 4.03, including:

a) personal data: 4.00;
b) personal qualities: 4.09;
c) vocational training: 4.00. Grades correspond to the requirements of the workplace.

1. Career planning term: from 1995 to 2004 (for 9 years).
2. Other information:

a) does not consider personal time in the interests of work;
b) persistent in achieving the set goals, but not stubborn, compromises;
c) moderately ambitious, cares about his prestige.

Published according to: Travin V.V., Dyatlov V.A.:
Enterprise personnel management, M.: Delo, 1998.-272p.

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

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

Potentially more a high degree satisfaction from working in an organization that provides him with opportunities for professional growth and improvement in living standards;

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

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 identifying training needs;

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

The realization of these and other benefits has prompted the management of many organizations to create formal systems for managing the career development of their employees. One of the most common models for managing this process has been the career planning and development partnership model.

Partnership involves the cooperation of three parties - the employee, his manager and the department of professional development (HR). The employee is responsible for planning and developing his own career, or, in the language modern management, is the owner of this process. The manager acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages resources, manages the distribution of working time, and certifies the employee.

The main task of planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely:

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

Ensuring 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.

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

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

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

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

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

An intra-organizational career is formed within the framework of one management system (ministries, departments, organizations). In the system of the Ministry of Internal Affairs of Russia (as in any other social system) intra-organizational career can develop in three ways in full accordance with the social expectation of the employee. These ways are:

"Vertical" promotion corresponds to a consistent rise to a higher position within the same structure. For example: investigator - senior investigator - deputy head of the investigation department, etc.

"Horizontal" promotion corresponds to moving to an equal position in a related field of activity. For example: senior district police officer - senior inspector of the juvenile affairs unit - senior inspector of inquiry, etc.

3. "Centripetal" promotion corresponds to the successive passage of service from the peripheral to the central government. This direction is associated, as a rule, with a gradual increase in organizational skills, for example, from a position in a police department to a position in the Main Directorate of Internal Affairs and the Ministry of Internal Affairs.

This or that way of forming a business career of an employee of the internal affairs body implies the establishment of a certain correspondence between the individual goals of the employee (guideline goals) and the goals of personnel policy in the system of internal affairs bodies.

Career development management is a complex, resource-intensive process. Unfortunately, the presence of this process in itself does not guarantee the realization of professional ambitions for all employees of the organization. However, its absence causes employee dissatisfaction, increased staff turnover, and also limits the organization's ability to effectively fill vacant positions.

Practical task

Based on the documents available to the personnel department of the Internal Affairs Directorate where you serve, conduct an analysis of career planning activities, based on the results of which prepare your proposals for organizing a career police officers.

According to the personnel department of the PSB at the Internal Affairs Directorate for the Leninsky District, for the past period in general, in the current 2008 (based on the results of 8 months), 24 people (private, junior commanding officers and officers) were nominated for the next rank. 8 employees were promoted.

In turn, during the reporting period of 2008, 2 employees were dismissed.

These indicators give grounds to note that career planning is directly related to the self-realization of police officers.

Analyzing cause-and-effect relationships in the process of professional personality development, it is necessary to single out the role of such factors as mutual expectations of employees from the total mass of socio-psychological phenomena. Expectations in this case act as a criterion for assessing the conformity of a person to his place in the workforce, that is, the social role he has taken on.

Full compliance with the role entails emotional satisfaction with interpersonal relationships, as well as joint activities generally. Overall satisfaction with work activity has a significant impact on the formation of the need for self-realization of internal affairs employees, and therefore, the increase in performance indicators.

One of the types of expectations are the requirements of managers to the employee. The features of this type of expectation include rigid forms of subordination and internal regulations, military type; special disciplinary rights leader. The requirements of the management team are an important link in managing the process of self-realization of the personality of an ordinary employee. Moreover, the consistency of these requests with legislative acts regulating various kinds of relations in the system of the Ministry of Internal Affairs is important: orders of the Ministry of Internal Affairs, the Code of Honor and internal regulations.

Speaking about the mechanism of action of these factors, namely the socio-psychological processes that develop the personality of a law enforcement officer. These are the processes of socialization and identification, which are inevitably present in the formation and development of the personality of a professional person. We have a staff turnover factor in our division, which hinders the development of career growth and indicates an insufficiently high level of management of the division. In general, in the department, there is mainly an average degree of self-realization of employees. However, the data obtained cannot be considered completely reliable and representative, since the study covered only one division of the internal affairs bodies.

Also, when testing, the presence of a factor of social desirability among employees is possible, which is very clearly reflected in the results of one of the subjects. In addition to the previously listed factors that affect the process of moving an employee of the internal affairs bodies to the stage of self-realization, one more should be mentioned - this is the personal life of law enforcement officers. According to the study, 74% of the interviewed employees of the internal affairs bodies indicated that the specifics of their work has a direct impact on the emergence of conflicts.

Moreover, the following reasons were noted: irregular working hours (52% of cases); nervous overload at work (27% of cases). In this regard, the psychologist working with the personnel of the internal affairs bodies has another task to work with the families of the employees of our department. So speaking of the problem personal growth It should be noted that for the transition from self-knowledge to actions to implement its results, several subjective conditions are needed that could contribute to full self-realization. In other words, having identified his strengths and weaknesses, the law enforcement officer must make a firm decision to do everything possible to develop his strengths and eliminate his weaknesses.

Surveys of the team showed that it takes at least three to five years to achieve the level of self-realization with an organized meaningful impact on the consciousness of subordinates. At the same time, it is necessary to prevent the influence of factors of professional deformation, disorganization and negative influence external factors(socio-economic, criminal-subcultural, public opinion etc.).

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

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

• - a potentially higher degree of job satisfaction in an organization that provides him with opportunities for professional growth and a better standard of living;
• - a clearer vision of professional personal prospects and the ability to plan other aspects of one's own life;
• - the possibility of purposeful preparation for future professional activity;
• - Increasing competitiveness in the labor market.

The organization receives the following benefits:

• - motivated and loyal employees 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 interested in professional growth, trained, motivated employees for promotion to key positions.

The realization of these and other benefits has prompted the management of many organizations to create formal systems for managing the career development of their employees. One of the most common models for managing this process has been the career planning and development partnership model.

Partnership involves the cooperation of three parties - the employee, his manager and the department of professional development (HR). The employee is responsible for planning and developing his own career, or, in the language of modern management, is the owner of this process. The manager acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages resources, manages the distribution of working time, and certifies the employee.

The main task of planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely:

• - achieving the relationship between the goal setting of the organization and the individual employee;
• - ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations;
• - ensuring the openness of the career management process;
• - elimination of "career dead ends", in which there are practically no opportunities for the development of an employee;
• - improving the quality of the career planning process;
• - formation of visual and perceived criteria for career growth used in specific career decisions;
• - studying 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.

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

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

• - results of work in the position held. Successful performance of official duties is the most important prerequisite for promotion. Cases of promotion of employees who do not cope with their duties (even with great potential) are extremely rare;
• - professional and personal development. The employee must not only use all available means of professional development, but also demonstrate newly acquired skills, knowledge and experience;
• - effective partnership with the head. The implementation of the career development plan to a large extent depends on the manager, who formally and informally evaluates the work of the employee in his position and his potential, is the most important channel of communication between the employee and the top management of the organization, who makes decisions about promotion, has the resources necessary for the development of the employee;
• - prominent position in the organization. To advance in the organizational hierarchy, it is necessary that management is aware of the existence of an employee, his achievements and opportunities. You can express yourself with the help of professional achievements, successful speeches, reports, reports, participation in the work of creative teams, public events. In this case, a successful partnership with the professional development department is extremely important, the positive opinion of the employees of which about the potential of the employee is a necessary condition for the progressive development of his career.

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

An intra-organizational career is formed within the framework of one management system (ministries, departments, organizations). In the system of the Ministry of Internal Affairs of Russia (as in any other social system), an intra-organizational career can develop in three ways in full accordance with the social expectation of an employee. These ways are:

"Vertical" promotion corresponds to a consistent rise to a higher position within the same structure. For example: investigator - senior investigator - deputy head of the investigation department, etc.

"Horizontal" promotion corresponds to moving to an equal position in a related field of activity. For example: senior district police officer - senior inspector of the juvenile affairs unit - senior inspector of inquiry, etc.

3. "Centripetal" promotion corresponds to the successive passage of service from the peripheral to the central government. This direction is associated, as a rule, with a gradual increase in organizational skills, for example, from a position in a police department to a position in the Main Directorate of Internal Affairs and the Ministry of Internal Affairs.

This or that way of forming a business career of an employee of the internal affairs body implies the establishment of a certain correspondence between the individual goals of the employee (guideline goals) and the goals of personnel policy in the system of internal affairs bodies.

Career development management is a complex, resource-intensive process. Unfortunately, the presence of this process in itself does not guarantee the realization of professional ambitions for all employees of the organization. However, its absence causes employee dissatisfaction, increased staff turnover, and also limits the ability of the organization to effectively fill vacant positions.

Practical task:

• 1. Give general characteristics personnel management systems of a particular organization.
• 2. Evaluate the performance of the personnel of a particular organization.

Answer #1:

1 The personnel management system of CJSC "Murom" includes a wide range of management functions from recruitment to dismissal of personnel: recruitment, selection and admission of personnel; business assessment of personnel; career guidance and labor adaptation; motivation of labor activity of personnel and its use; organization of labor; conflict management and personnel security; training, advanced training and retraining of personnel; control social development personnel; release of staff.

CJSC "Murom" has an organizational and production structure of a linear-functional type (Appendix 1), corresponding to the needs of the technological cycle of production. All departments (divisions) of the enterprise are functionally interconnected.

Highest level organizational structure management of CJSC "Murom" is occupied by managers ( CEO, deputy general director for quality and production preparation, deputy general director for sales, deputy general director for regime and economic security, deputy general director for personnel management, financial director, quality director, head of plywood production, head of chipboard production, Chief Engineer) that perform the functions strategic analysis and planning activities of the enterprise. They are endowed with maximum powers and the greatest responsibility. The content of their work includes: audit, diagnostics and optimization of financial processes; prompt preparation of decisions on the management of production and enterprise obligations, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.

The middle level is occupied by mid-level specialists (chief power engineer, Chief Accountant, QCD, quality service, personnel department, legal department, head of civil defense and emergency situations). Their main role is to coordinate and comply with the established procedures to ensure the achievement of indicators of the production and economic activities of CJSC "Murom". For them, professional knowledge in their field of activity, knowledge of computer technology, theoretical training in the basics of enterprise economics, management and law are required. At the same time, many production situations pose fundamentally new tasks, the solution of which requires the skills of a creative approach to the situation and entrepreneurial intuition.

The lowest level is occupied by personnel whose labor functions are strictly regulated, freedom of choice is maximally limited normative documents. These are technical staff and workers of plywood production. They are required to strictly comply with the rules and regulations, follow the requirements of job descriptions. Their work basically does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies, there is always a place for the initiative of the performers. career

There is virtually no personnel planning in the organization. The staff list and wage funds are approved annually based on the production program of CJSC "Murom", which is formed according to the portfolio of orders.

The selection of personnel is carried out both from external and from internal sources. External sources are recruitment agencies, employment centers, announcements in the media about their needs for specialists. In addition, the management invites people already working in the company to recommend their relatives and friends. This method is not only cheap, but also allows employees to participate in solving the problems of the enterprise. When selecting personnel, much attention is paid to the availability of special training and work experience in the woodworking industry. The selection is made according to the data work book candidate. The requirement of recommendations, characteristics from the previous place of work, the collection of information about candidates is not practiced. Each position (profession) of the staffing table has a corresponding job description corresponding to ETCS.

Adaptation of personnel at the workplace is a necessary link in the management system of CJSC "Murom". After getting acquainted with the enterprise, employees entering the position of plywood production workers undergo pre-production training, after which employees who do not have such work experience take on the position of apprentice, while more experienced employees directly proceed to their official duties. This stage lasts throughout the probationary period, when the employee learns the skills necessary for further work, which is carried out under the guidance of a mentor assigned to him.

Upon its completion, the tasks, duties performed by the employee during the trial period, as well as the achievements of the employee that he completed in addition to the previously planned tasks, are noted in the "Checklist of the probationary period", respectively. Based on the assessment of these documents, a decision is made to continue cooperation with the employee. As a rule, all applicants for a position go through a probationary period, after which they conclude an agreement on permanent employment with CJSC "Mur" and begin to directly fulfill their official duties.

The management of CJSC "Murom" purposefully takes measures to increase the satisfaction of the personnel with work at the enterprise, using various methods of motivating the work of employees - material incentives, providing social benefits, rewards for success and achievements. According to the dynamics of average wages, the increase in average wages in 2006 to 2005 was 8.4%, in 2007 to 2006 - 31%, in 2008 to 2007 - 16.5%, in 2009 to 2008 - 7.4%. In October 2010, the average salary for the enterprise amounted to 13,751 rubles. The level of the average salary of industrial and production personnel in 2009 compared to 2008 increased by 7.2%. Planned and actual indicators for 2009

Number of violations of labor discipline in 2008-2009

Analyzing the state of labor discipline at the enterprise, we can conclude that the number of violations in 2009 amounted to 548 cases or 44.0%, which is 115 cases less than in 2008. The main violations in 2008 were as follows:

drunkenness - 243 cases or 36.7%;

lateness or early departure - 57 cases or 8.6%;

absenteeism - 270 cases or 40.7%.

The dynamics of violations of labor discipline in the context of the structural divisions of CJSC "Murom" in 2008-2009 is shown in Figure 4.

Figure 4. Dynamics of violations of labor discipline in structural divisions enterprises in 2008-2009 (%)

In 2009, 19 people were fired for absenteeism, and 1 person for drunkenness. Deprivation of premium payment by 100% for drunkenness amounted to 153 cases. Lateness amounted to 100 cases, 6 violations were - smoking in the workplace.

The management of the ZAO "Murom" enterprise ensures the creation and effective functioning of the personnel development system through continuous training of all categories of employees of the enterprise. The Deputy Director for Human Resources develops a strategy for the development of the enterprise's personnel, professional development programs.

The percentage of employees with higher education is 11.1%, those with secondary specialized education - 14%. As of 01.01.2010, the number of employees studying in higher and secondary specialized institutions amounted to 63 people, including:

Moscow state institute forests - 1 person;

Murom Institute of GOU VPO - 24 people;

Murom Psychological and Social Institute - 14 people;

Murom forestry technical school - 24 people.

In 2009, the enterprise hired young workers for internships - students of Lyceum No. 37 - 11 people:

turner apprentice - 3 people;

milling machine apprentice - 2 people;

apprentice electric welder - 1 person;

apprentice car mechanic - 5 people.

In the field of professional training of personnel, the management of CJSC "Murom" ensures a constant increase in the level of professional knowledge, skills and abilities of specialists and employees of the enterprise in accordance with its goals and strategy, directions and level of development of technology, modern technologies, the development of new types of products in accordance with the available resources and the interests of the staff to achieve and maintain high labor efficiency in the production of competitive products. In 2009, 409 people were trained at the enterprise, including:

newly hired workers - 122 people;

advanced training - 276 people;

second (adjacent) profession - 11 people.

Ensuring the correct spending of funds for staff training in accordance with the approved estimates and financial plans enterprise, as well as the preparation of the established reporting on the training and advanced training of personnel is carried out by the deputy director for personnel management and the chief accountant of CJSC "Murom".

Thus, the analysis of the personnel management system of CJSC "Murom" showed that the main condition for the progressive development of the enterprise is the effective use of human resources, the emancipation of the creative energy of the employees of the enterprise. When selecting personnel, the greatest attention is paid to qualifications, functional duties, labor discipline, i.e. that allows you to effectively include the employee in the activities of the company. When hiring, preference is given to specialists under the age of 35 with higher or secondary specialized education. During the probationary period, the employee undergoes pre-production training, which is carried out under the guidance of a mentor assigned to him.

The main problem in the recruitment of candidates for CJSC "Murom" is the discrepancy between the future work and the expectations of the candidate. Management should make every effort to familiarize the new employee as closely as possible with his future work, both with its positive aspects and negative ones. Thanks to measures aimed at solving this problem, there is a decrease in staff turnover and an increase in job satisfaction among employees. Directions for improving the selection and hiring of employees can be the development of an individual approach to the candidate, testing when hiring, individualization employment contract in terms of providing guarantees and compensations, remuneration of the most valuable employees.

At the enterprise, measures are taken to increase staff satisfaction with work, methods of labor motivation of employees are used - material incentives, provision of social benefits, rewards for success and achievements. The company's management monitors compliance social guarantees for the personnel of CJSC "Murom" (preservation of seniority, provision of a reduced working day, paid holidays, etc.), and also creates the necessary conditions for the development of personnel on the job.

As shortcomings, the state of labor discipline at the enterprise can be noted. In a market economy, an enterprise cannot succeed in competing with other commodity producers if the labor collective does not have a high labor discipline based on the general and personal material interest of its employees in high final production results. This means that work to strengthen labor discipline currently requires a profound restructuring of the system of labor motivation.

Answer #2:

An analysis of management practice shows that organizations in most cases simultaneously use both types of assessment: labor assessment and assessment of the qualities of personnel that affect the achievement of expected results. The evaluation form includes two relevant sections, in each of which the leader, along with the scoring, gives its detailed justification.

In most organizations, assessment and certification are carried out annually, in some organizations (especially if they use simplified assessment procedures) - every six months. In addition, in the interval between annual formal assessments, informal interviews are practiced, during which the results of the work of employees and ongoing monitoring of their activities are discussed. If the evaluation procedures are well formalized, it is advisable to conduct evaluation activities more often, for example, at the end of each week, month, quarter. These events are not attestation events, but can become a source of information about the dynamics of the labor efficiency of employees and departments /41, p.223/.

In a number of organizations, particularly strict control is exercised over newly hired employees, as well as over newly appointed employees. Such control is designed to speed up the process of entry of the employee into the position. The organization, acquiring expensive human resources or trying to use them in a new capacity, expects to get a quick return. Control and assessment of the strengths and weaknesses of the employee's activities allow you to provide him with the necessary support, help to correct shortcomings as soon as possible. At the same time, the correctness of the decision on the appointment to a particular position is checked. Concerning ordinary performers, low-level managers, confirmation must be received within a few months after the start of work, and for middle and senior managers - no later than a year. An employee who does not cope with his duties is transferred to a less responsible job or fired.

Often during this period, high standards of labor activity are “imposed” on the employee, since it is in the first months of social adaptation that the norms of labor behavior and the foundations of his future activity are laid. In the future, these standards are sought to consolidate and maintain, using a regular annual assessment procedure.

Based on the practice of Russian organizations, it is advisable not to be limited to one attestation every three to five years, but to conduct it systematically. More frequent assessments (once or twice a year) will make it possible to use attestation as a management tool, to ensure a closer connection of its results with job and qualification promotion, as well as remuneration.