Operational plan in the management of the professional career of personnel. Coursework Managing the professional career of managers at Relax. The main types of personnel career management
Career management involves two the most important factors: on the one hand, this is his personal desire, and on the other hand, the interest of the company's management. If a person does not make it clear to the management that he is striving for growth, he may simply not be taken into account, and if the company is not interested in moving, then no desire and activity can help. That is why if you are planning career, it is important to immediately choose an organization that will provide you with such an opportunity.
Career Management
In many large organizations, where the desire of employees to manage personal information is understood and respected, maximum favorable conditions for development are created. This allows not only to additionally motivate the team, but also to reduce the “churn”, to help the growth of highly qualified specialists within their own walls.
Unlike hiring ready-made “pros”, this approach pays off very well, because a person who has gone through a career path from the bottom to the top has a deeper understanding of all levels of the company’s functioning, gains more extensive experience and is most useful for the effective development of the organization.
Career management mechanism
As a rule, in order to identify the professional level of workers, various examinations and certifications are arranged. It is very important for a person who seeks to grow in terms of career to prove himself well at such moments, to show his maximum.
It is important to understand that career management begins from the moment of hiring - already at this moment the employer talks in detail about the prospects, and the newcomer shares his plans and ambitions.
At this stage, management closely studies the qualities, skills, experience, potential of the employee, determining how they correspond to a particular position. This is followed by the actual implementation of the planned employee development plan within the organization.
Below are factors that will help in career growth.
In recent years, the problem of a career has acquired particular relevance, which is caused by the reform of all major spheres of society, the formation of a market economy, which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception. Career- constantly changing and developing process which can be considered both in narrow, and in a broad sense.
In a narrow sense, a career is associated with a person's work activity, his professional life, understanding it as a purposeful official and professional growth, progressive progress along career ladder, change in skills, abilities, qualification opportunities and remuneration associated with the employee's activities. All this has to do with the organizational aspect of a career.
In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life - professional, family, work, leisure. A career is not only promotion.
A career is a progressive promotion up the career ladder, a change in skills, abilities and qualifications and remuneration associated with the employee's activities.
Distinguish professional and intraorganizational career.
Professionalcareer It is characterized by the fact that a person in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. These stages specific worker can be passed sequentially in different organizations.
Intraorganizational career covers a successive change in the stages of development of an employee within one organization and is implemented in three main directions:
vertical - it is with this direction that the very concept of a career is often associated, since in this case the promotion is most visible. Under the vertical direction of a career is understood the rise to a higher level of the structural hierarchy;
horizontal - moving to another functional area of \u200b\u200bactivity or performing a certain service role at a level that does not have a rigid formal fixation in organizational structure(eg roles of temporary task force leader, programme, 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);
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. This is, for example, inviting an employee to meetings of both a formal and informal nature that were previously inaccessible to him, providing him with access to informal sources of information, and fulfilling certain important assignments of management.
Career stages are the various stages of work responsibility and achievement that people go through in the course of their working lives.
Career planning and development involves working with managers and/or experts in the field human resources on issues related to quarries. There are five stages of formal career planning: 1) assessment of the person 2) analysis of opportunities 3) selection of career goals 4) selection and implementation of the plan 5) evaluation of results and, if necessary, revision of the plan.
The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves a number of tasks:
1) achieving the relationship between the goals of the organization and the individual employee;
2) career planning for a particular 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;
5) improving the quality of the career planning process;
6) the formation of visual and perceived criteria for career growth used in specific career decisions;
7) studying the career potential of employees;
8) ensuring a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;
9) 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 shows 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 an employee is accepted into the organization, his systematic horizontal and vertical promotion begins in the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also the indicators that he must achieve in order to count on promotion.
One form of career planning is the previously mentioned lifetime employment system, which is common in Japan and provides an employee with the opportunity to change several jobs, change the field of activity, and advance in the service - all within the same company.
The Japanese system of lifetime employment is one of the forms of guaranteed employment that creates employee confidence in the future. Ensuring job security is one of the most difficult problems of managing work with personnel in organizations. If the leaders of the organization are interested in the quality and efficiency of the work of their subordinates, then they must provide them with certain guarantees for the preservation of work.
At different stages of a career, a person satisfies different needs.
Stages of a manager's career and realizable needs
|
Career stages |
Age, years |
Needs achievements |
moral needs |
Physiological and material needs |
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preliminary |
Study, tests at different jobs |
The beginning of self-affirmation |
Existence security |
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|
Becoming |
Mastering work, developing skills, forming a qualified specialist or leader |
Self-affirmation, the beginning of achieving independence |
Security of existence, health care, normal wages |
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|
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 |
about health, wages |
|
|
Save |
The peak of improving the qualifications of a specialist or manager; advanced training; youth education |
Stabilization of independence, growth of self-expression and self-respect |
Raise to others sources |
|
|
Completions |
Cooking to care for preparing yourself and to a new look activities retired |
Stabilization of self-expression, growth of self-esteem |
Maintaining wage levels and increasing interest in other sources of income |
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Occupation new |
self-expression | |||
|
type of activity |
in new sphere | |||
|
activities, the stabilization of respect for oneself and others |
other sources of income, health care |
Preliminarystage includes schooling, secondary and higher education and lasts until a person reaches the age of 25 years. During this period, he can change several 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.
Formative stage lasts approximately five years - until a person reaches the age of 30 years. During this period, he masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-affirmation occurs, and there is a need to establish independence. During this period, the safety of existence, health care continues to worry. In addition, in connection with the creation of a family, there is a desire to receive wages, the level of which is higher than the subsistence level.
Promotion stage usually lasts about 15 years, until the age of 45. This period is characterized by the growth of qualifications, promotion, accumulation of experience, skills, the need for self-affirmation, achieving a higher status and even greater independence. During this period, much less attention is paid to meeting the need for security - the efforts of the employee are focused on increasing wages and caring for health.
Conservation stage characterized by actions to consolidate the results achieved and lasts about 15 years - until the age of 60 years. There comes a peak in the improvement of qualifications, 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 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).
completion stage lasts about five years, until a person reaches the age of 65 years. 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, experiencing physical fatigue and psychological discomfort, self-expression and self-esteem reach their highest point. People are interested in maintaining the level of wages, but are looking for other sources of income that would be a good addition to the upcoming retirement benefits.
retirement stage. At this stage, the career ends. There is an opportunity for self-expression in other activities that were impossible during the period of work in the organization (painting, gardening, work in public organizations, etc.); self-esteem stabilizes.
Many reach a career plateau - a position after which further increase in the level of responsibility is unlikely.
In the early 70s. many American companies and consulting firms have developed career management programs; promotion. The main objectives of such a program were to determine the stages of promotion of an employee, help in revealing all his abilities and their best use.
Career Statement is a document that regulates the process of career management in an organization. At present, the structure of this document has not yet been settled, but its most characteristic sections can be distinguished:
Actual career patterns- these are either accumulated or created today and now for some purpose “photographs” of the careers of specific people at a given enterprise. “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, and abilities.
Actual career models can give an idea of a real career, its mechanism, which needs to be known for subsequent improvement.
Planned career models- these are the developments of a possible career for employees: definitions of job relocations, descriptions of requirements for candidates, time intervals, forms and methods for assessing knowledge, skills and abilities, work results, etc.
Planned career models are primarily promises of career opportunities, promises that not every manager can make. This is a rather thin area, which does not yet have any theoretical or practical developments. Career management, like any kind of management, requires a wide variety of information and an appropriate information system. Finally, the "career ladder" should be strongly reinforced by the personnel development system, since a career is not a transition from chair to chair, but continuous proof of one's competence with the help of qualitative results in any position.
Training provides an opportunity to acquire and improve skills related to the performance of work.
3. The system of service and professional promotion of personnel. The concepts of "service professional promotion" and "career" are close, but not similar (the term "service professional promotion" is most familiar to Russia, where the term "career" was not actually used before).
Service professional promotion- this is the sequence of various steps (positions, jobs, positions in the team) proposed by the organization that an employee can potentially go through, while a career is understood as the actual sequence of steps occupied (positions, jobs, positions in the team).
The coincidence of the planned service and professional promotion and the actual career is a rather rare occurrence.
Consider the system of service and professional promotion that has developed in our country and provides for five main stages.
First step- work with senior students of basic institutes or trainees from other universities. Specialists of personnel management departments, together with managers, select students who are the most capable, inclined to leadership work, and prepare them for specific activities in the departments of the organization. Students who have successfully completed training and practice are given a characteristic-recommendation for being sent to work in the relevant departments of this organization. Young specialists who have not had an internship in this organization are tested and receive consulting assistance when they are hired.
Second phase- work with young specialists accepted into the organization. A probationary period (from one to two years) is assigned, during which young specialists are required to complete an initial training course (detailed acquaintance with the organization). In addition, an internship is provided in the divisions of the organization during the year.
Based on the analysis of the work of young specialists for the year, their participation in ongoing events, the characteristics given by the head of the internship, the results of the internship are carried out and the first selection of specialists is made for enrollment in the reserve for promotion to managerial positions. All information about the participation of a specialist in the system of service and professional advancement is recorded in his personal file and entered into the information database on the personnel of the organization.
Third stage- Work with line managers of the lower management level. At this stage, the selected line managers of the lower level (foremen, heads of sections) are also joined by workers who have graduated from evening and correspondence universities, who successfully work in their teams and have passed the test. Within just two to three years, specific purposeful work has been carried out with this group.
Members of the group replace leaders and study at advanced training courses. After the completion of the preparation stage, based on the analysis of the production activities of each manager, secondary selection and testing are carried out. Managers who have successfully passed the second selection are offered for promotion to the positions of heads of workshops, their deputies with preliminary training in these positions or are enlisted in the reserve and, if vacancies appear, are appointed to positions. The rest of the trained workers continue to work in their positions; horizontal movement is possible.
Fourth stage- Work with line managers of middle management. The already formed group of young managers is joined by current promising shop managers and their deputies. The work is built according to individual plans. Each employee appointed to the position of middle manager is assigned a mentor - a senior manager for individual work with him. The head-mentor, together with the specialists of the personnel management departments, on the basis of the analysis of the personal qualities and professional knowledge, skills of the applicant, draws up an individual training plan for him. As a rule, these are training programs in the basics of commercial activity, business relations, advanced methods of managerial work, economics and law. At this stage, training is provided for line managers of middle management with the preparation of programs of measures to improve the activities of the organization (subdivision). Annual testing of the middle manager is carried out, which reveals his professional skills, the ability to manage a team, professionally solve complex production problems. Based on the analysis of the test results, proposals are made for further promotion.
Fifth stage- Working with top line managers. The appointment of leaders to senior positions is a complex process. One of the main difficulties is the choice of a candidate who meets many requirements. The top manager must know the industry well, as well as the organization, have experience in the main functional subsystems in order to navigate in production, financial, personnel matters and act skillfully in extreme socio-economic and political situations. Rotation, i.e. movement from one unit of the organization to another should begin well in advance, when managers are in positions of grass-roots and middle management. Selection for promotion and filling of vacant senior positions should be carried out on a competitive basis, it should be carried out by a special commission consisting of top management managers (directors of production, branches, chief specialists, etc.), specialists from the relevant personnel management departments and, if necessary, independent experts.
When evaluating and selecting candidates for promotion to a vacant position of a manager, special methods are used that take into account a system of business and personal characteristics covering certain groups of qualities.
In a number developed countries interesting experience in managing the service and professional promotion of managerial employees has been accumulated, which is also successfully used in Russian organizations.
First of all, a probationary period is set (one to three years), then the young specialist takes an orientation course in the affairs of the company (from two weeks to six months).
After that, the employee is enlisted for a permanent job, and for 8-10 years systematic rotation and internships are carried out. Since, with a system of systematic rotation, the employee knows that he will be promoted after a certain time and therefore he needs to choose a replacement for himself, the leaders are updated and the reserve of personnel for promotion is moved.
4. Work with a personnel reserve. Purpose of planning personnel reserve- forecast of personal promotions, their sequence and accompanying events. Planning requires working through the entire chain of promotions, relocations, layoffs of specific employees.
Talent pool plans can be drawn up in the form of replacement schemes, which take a variety of forms depending on the characteristics and traditions of organizations. It can be said that substitution schemes are a variant of the organizational structure development scheme, focused on specific individuals with different priorities. The basis of individually oriented equivalent circuits are typical equivalent circuits. They are developed by Human Resources and represent a variant of the Job Rotation Conceptual Model.
Main stages the process of forming a personnel reserve:
drawing up a forecast of expected changes in the composition of management personnel;
preliminary selection of candidates for the reserve;
obtaining information about the business, professional and personal qualities of candidates;
formation of the staff reserve.
Main criteria when selecting candidates for the reserve:
appropriate level of education and training;
experience in working with people;
the presence of organizational skills;
good personal qualities;
good health and age appropriate.
The personnel reserve is formed from qualified specialists; deputy heads of divisions; lower-level managers; graduates employed in production as workers.
Many organizations have already developed a certain procedure for selecting and enrolling in a personnel reserve group:
selection of candidates should be carried out on a competitive basis among specialists under the age of 35 who have positively proven themselves in practical work and have higher education;
the decision to include employees in the reserve groups is made by a special commission and approved by the order of the organization;
for each employee (trainee) the head of the training is approved;
heads of interns included in the personnel reserve group receive material remuneration for successfully completing the stages of the system of service and professional advancement;
trainee is set official salary, corresponding to the position he occupies, but higher than the previous salary, and all types of material incentives provided for this position apply to him.
40. Management of the professional career of personnel in the organization
Career Management- these are targeted actions to organize the processes of developing the knowledge, skills and abilities of an employee, his experience and ambitions to improve the performance and efficiency of the company. Career management involves achievement of the following goals:
formation, development and rational use of the professional potential of each employee and the organization as a whole;
ensuring the continuity of professional experience and culture of the organization;
achieving mutual understanding between the organization and the employee on the issues of its development and promotion;
creation of favorable conditions for the development and promotion of personnel within the organizational space, etc.
Career Management in this case includes three processes.
|
Process |
Actions |
|
|
Personel assessment |
Determination of requirements for employees holding positions (personal and professional qualities, knowledge, targets professional effectiveness etc.); Determination of compliance of the existing level of professional development of personnel with the requirements |
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|
Determination of optimal career development paths in the enterprise |
Determination of optimal types of career for various specialties of the enterprise; Preparation of career plans for employees of various specialties; Determination of measures that contribute to the systematic development of personal and professional qualities of employees |
|
|
Development of a career management process |
Regulation of the career planning process for employees; Creation of an employee training system: corporate training center, university, etc.; Creation of a process for regular assessment of the degree of professional development of employees; Creation of a personnel reserve |
Until recently, one of the main career management tools was career chart.It consisted of documented obligations of the administration for the horizontal and vertical movement of employees, as well as the obligations of the employee to improve the level of education, qualifications, etc. to achieve career goals.
There is no universal form of a career path, however the most common items in it are the following.
Employee personal information.
Position held.
Length of service in the position held.
Employee's personal career goals.
Opportunities for growth in the position.
The employee's work history in the company.
Information about training.
Certification results.
Skills, knowledge and abilities necessary for occupying a higher position.
The type and methods of training that must be mastered for entry into a new position.
The level of the personnel reserve for which the employee is assigned.
At career path method has its pros and cons. But it is worthy of attention, if only because it is the first of its kind to combine the bureaucratic approach to planning the career of employees with the results of their activities. The main forms of career movement. Main forms of career movement: promotion And rotation.Job growth- this is a replacement of a position of a higher level compared to the previously occupied one. rotation- this is the movement of an employee through positions located at the same level of hierarchies. Stages of career managementCareer management job employees consists from the following steps.
When hiring an employee, they are taught the basic rules of career planning.
The main career management tools are transferred to him: qualification requirements for positions, training programs, etc.
Building an individual career plan for the employee and coordinating it with the manager.
Implementation of the plan - performance of work, achievement of planned results, systematic development of knowledge and skills, transition from position to position.
Any person plans his future, based on his needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career development and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait out the time before entering a new, more promising job.
It should be noted that the problems of motivation and anti-motivation in the field of career have been studied very poorly.
In order to somehow identify this issue, let's single out a few career fragments.
Stage one. The novice leader, having worked very diligently in the position for two years, was not noticed during the next personnel movements. He was greatly hurt by this, as he had a sense of the need for a promotion.
In a career, the rules of the personnel game are very important, which are known to everyone and are steadily followed if the applicant has positive motivation. In doing so, two important questions should be kept in mind:
1. After what period of time should a person be promoted?
2. What if a person wants to move, but the organization does not have career opportunities?
Stage two. The head was consistently promoted to the next leadership positions, and then came the situation of the marginal position, which is characterized by a decrease in the number of managerial positions as you move up. In this case, the typical questions are:
1. What are the ways out of the situation when a person aspires even higher, and there is nothing higher than the position?
2. Are there any speed indicators promotion vertically, the choice of which will allow you to control the situation?
3. Can any other promotion methods be used along with the vertical lift?
Stage three. The head of the unit was promptly promoted to a higher position, which he expected. However, after a while, he became disillusioned. A more detailed study of this situation showed the following.
First, satisfied career motivation turned into anti-motivation after some time for quite specific reasons.
Secondly, moving up or leveling up does not mean for a particular person that it will be financially more profitable and interesting than it was in the previous position.
Stage four. In some organizations, the career trial method is practiced - a person is offered to work for some time in a position that is regarded as a career. Practice shows that some career candidates refuse a real promotion to this position, while others enjoy the opportunity to “taste” the upcoming position.
Thus, a “temporary” career provides an opportunity for a person to feel himself in a career position for some time, his motivation.
For example, a person was offered to take the position of project manager for a period of 1 year. He did an excellent job with his tasks, and then asked for his former position. After 2 years, this situation repeated itself.
This specialist's career motivation had a pronounced short character. By his nature, he could not bear the so-called long-term leadership. Paradoxically, he considered a career in two directions: from the bottom up (specialist - leader) and always from the top down (leader - specialist).
This stage shows how different people's career motivation is. Career organization must take this diversity into account.
Apparently, there is a certain relationship between the horizontal and vertical promotion of workers.
Starting his career, a person with the appropriate motivation is quite sensitive to whether he is promoted horizontally or vertically. Further, this sensitivity is preserved, but a person begins to consider this or that position more selectively, since this selectivity is formed under the influence of a number of factors of internal and external properties. And if this selectivity is not satisfied, then the person begins an appropriate search on the side.
Of course, this dependence reflects only a certain motivational layer.
Situation five. The leader was systematically moved vertically, invariably noting the fact that he left all previous sections of work in perfect order and his former subordinates regretted the loss.
But not without the help of envious people and instigators, someone at the very top did not like this vigorous advance. And across the road of our leader was put forward an obstacle. But the person got into a career rage so much that he was forced to leave for another organization for a higher position. But something in his work did not work out as well as before. Over time, he cooled down, apparently realizing that he had reached the ceiling.
Probably, the person himself should listen to his inner adviser, wisely reminding him of the rule of a timely stop. Motivation "career for the sake of career" can lead to a loss of professionalism and negatively affect the psyche.
Stage six. In one organization, the manager got too carried away with the movement of personnel. Nobody worked long time in the same position, everyone "jumped over them like grasshoppers".
Such a “grasshopper” system has taught people to treat work in the next position as temporary. In fact, the work consisted in waiting for the next move.
This stage shows how the career has turned into its opposite with the appropriate motivation.
When applying for a job, a person sets himself certain goals, but since the organization, hiring him, also pursues certain goals, the hired person must be able to realistically assess his business qualities. A person must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.
When applying for a job, a person must know the labor market. Without knowing the labor market, he can enter the first job that appeals to him. But she might not be what he expected. Then the search for a new job begins.
Even if a person knows the labor market well, looks for promising areas of application of his work and finds out that it is difficult to find a job for his knowledge and skills, since there are a lot of people who want to work in this area, as a result, strong competition arises. Having the opportunity for self-esteem and knowing the labor market, he can choose the industry and region where he would like to live and work. Proper self-assessment of skills and business traits involves knowing yourself, your strengths, weaknesses and shortcomings. Only under this condition can you correctly set career goals.
Here are some examples of career goals:
Engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;
Have a job or position that is creative in nature;
To work in a profession or hold a position that allows you to achieve a certain degree of independence;
Have a job or position that pays well or allows you to simultaneously receive large side incomes;
Have a job or position that simultaneously allows you to take care of raising children or housework.
Career goals change with age, as we change ourselves, as we grow in our skills, etc. Forming career goals is an ongoing process.
As already mentioned, one of the main conditions for a successful career is right choice professions. Choosing a profession is a task, the solution of which is based not only on taking into account the labor market situation and its individual changes. There are a number of factors that depend on each person specifically. Therefore, when choosing a profession, it is also necessary:
Correctly identify your professional inclinations;
Correctly assess your real abilities in order not to set too high or too low career goals;
Take into account the real opportunities for education, retraining and advanced training.
It is almost impossible to meet a person who is completely satisfied with his position. If such people exist, they lose interest in life, because they lack any aspirations and desires. In most cases, people always strive to achieve more than they have. Moreover, they really have the necessary potential for this. However, desire alone is not enough. It must be clearly understood that the realization of this desire will require complete devotion, the rejection of something habitual and the exertion of all spiritual and physical forces, possibly for a long time. If these factors are not foreseen in advance, all efforts may be in vain.
When choosing a career, a person usually stands at a crossroads between choosing a career as a self-employed person or a career as an employee. There are a number of tests to determine suitability for a particular type of career.
For those who are afraid of risk, it is better not to sail on the turbulent waves of entrepreneurship, but to choose a career as an employee. It does not exclude the possibility of growth and requires diligence in work, although the risk of losing everything is relatively small (there is still some danger - success depends not only on your ability and diligence, but also on the enterprise, on supply and demand, and on the vagaries of the market).
When an entrepreneur takes a conscious risk, he expects to justify it with a profit. An employee also has every right to take risks in a certain situation in order to achieve significant benefits for himself, but such a risk comes down most often to changing positions.
In any case, if you wish to successful career, you need to rely only on yourself and completely trust yourself.
As already mentioned, each profession requires certain abilities and personal qualities that are necessary and highly desirable for successful activity. At the same time, even an absolutely complete coincidence of your qualities with those desirable for this profession does not yet make you ready-made specialists, since almost every specialty requires a certain level of knowledge and skills, i.e., professional qualifications.
Professional education, thus is necessary condition for skilled work. At the same time, one should not forget that in modern world professional knowledge and skills become obsolete very quickly. Today, the demand for readiness and ability for retraining and advanced training sounds more and more insistently and louder. Without professional development, it is impossible not only to advance, but sometimes even simply to stay in one's place.
No one can take away the acquired knowledge from you. People who never stop learning are much more likely to succeed at work and in life in general than those who aren't bothered to increase their knowledge. Knowledge, as well as special skills, will help you reach the top in your business, be ready to change jobs and even professions, and become a truly happy, versatile and interesting person.
American economists K. Muran and F. Welsh in their study “Change professional structure and demand for skilled labor” concluded that in Western countries there was a shift from less skilled and low-paid work to highly paid professions requiring a lot of education.
According to the Hudson Institute project, by the year 2000 in the United States only 4% of new jobs (compared to 9% in the 1990s) were for low-skilled workers. With the development of the economy, accelerated professional growth and a high level of education, language, mathematical and scientific training will be required. Moreover, professions that require purely physical effort (loaders, etc.) are already dying out in the United States. In Germany, about 10% family budget spent on education and training.
Of course, in our country today the situation is somewhat different. Among the registered unemployed, the percentage of people with higher education (especially women) is quite high. But it's not just about finding at least some work, but about making a career.
Women of pre-retirement age, who find themselves among the unemployed, despite their higher education, are most often an example of the inability to adapt to new attitudes to life, work, and career.
In addition, diplomas in the absence of their owners constant striving improve qualifications are significantly depreciated.
Another difference in the Russian situation on the labor market is that you can succeed even in the absence of proper professionalism. For example, it is still not uncommon in both public and private trade to have salespeople who do not know how to work with customers, but by the standards of the West they can be classified as successful people.
But high-level sellers have already appeared that meet the most stringent requirements. A repairman for refrigerators or TVs has no doubt that there will always be a job in his specialty. But if he does not master new models and advanced technology, i.e., improve his qualifications, then even in such a reliable business you can “get overboard”.
As a result of the above, here are some tips for those who want to make a successful career:
1. If you are set for a career, you need not just a good, but a prestigious education. A prestigious university is an excellent springboard for a career.
2. Is studying abroad worth it? If you are going to work abroad, it is advisable to get an education there as well. In the process of studying, you will make useful contacts, get comfortable in the country, etc. If you are going to work in your country, then the education received abroad will perfectly complement, but in no case replace the higher education that you receive in your own country , since the specifics of our economy, finance, culture are so significant that no foreign educational institution can provide the necessary knowledge.
3. Is it worth it to rush into a new type of paid universities that promise certificates international standard, various benefits, etc.? It is necessary to check the availability of a state license for the right to conduct educational activities, talk to those who are already studying.
4. Be attentive and careful to a variety of offers intermediary services for education and work abroad. The presence of the word "university" and "college" in the name of the proposed educational institution does not mean that his diplomas have the same validity as diplomas of higher education.
5. If you work, try to improve your skills at the expense of the organization. For example, one of the large firms engaged, in particular, in the development of a network of enterprises Catering in Moscow, recruited promising young people on a competitive basis, among which were graduates and undergraduates of economic universities. An opportunity was created for them in the course of work to study all the subtleties of this business, to improve English language and learn to drive.
6. If for one reason or another you cannot rely on your organization to provide you with such training, it would be wise to invest your own funds to obtain such professional skills, which are certainly useful and necessary for anyone who decides to create a successful career. This includes computer skills, fluency foreign language, possession of a driver's license and driving skills, as well as the acquisition of legal knowledge.
There are two types of career: professional and intraorganizational.
A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. An employee can go through these stages sequentially in different organizations.
Along with a professional career, an intra-organizational career should be singled out. It covers the successive change of stages of development of an employee within the same organization. Intraorganizational career is realized in three directions:
vertical- it is with this direction that the very concept of a career is often associated, since in this case the promotion is most visible. Under the vertical direction of a career is understood the rise to a higher level of the structural hierarchy;
horizontal- this means 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, playing the role of the head of a temporary task force, program, etc.); centripetal- this direction is the least obvious, although in many cases it is very attractive for employees. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, and certain important assignments from management.
The planning and control of a business career lies in the fact that from the moment an employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions and jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.
For example, one form of career planning is the lifetime employment system common in Japan. This system emerged after the Second World War and proved to be viable and effective. The essence of the system is that a person, having received an education, goes to work in a company and works there until retirement. During this time, an employee can change several jobs, change the field of activity, advance in the service, and all this within the same company. The advantage of lifetime employment is that each employee in his thoughts directly connects himself with the company he works for, understands that personal prosperity depends on the prosperity of his company. The system creates confidence in the future, the employee is almost guaranteed against dismissal. However, lifetime employment has serious limitations: this system in Japan covers only 25-30% of workers in large companies. In case of deterioration financial position companies still carry out layoffs, employment guarantee agreements are not recorded in official documents.
Always keep in mind: planning also has limits. As you look to the future, don't forget the present.
Someone rightly remarked: “Life is what happens, but also how you make plans for the future.” Do not get carried away with plans for the future and do not miss the opportunities that exist today.
1. Name the professions that are in the greatest demand in your city, region, country.
2. What is meant by changes in the labor market?
3. What character traits help in finding a job?
4. What should be guided by when choosing a career?
5. What should be understood by the definition of "career"?
6. What methods allow you to determine the propensity for a particular profession?
A sign of a promising organization is the realization that the quality of work is largely determined by the capabilities of the staff. A developing organization is, first of all, a developing staff, so it is necessary to make the process of staff development purposeful, planned, organized, motivated and controlled. At the present stage, we should talk about the management and self-management of development professional career employee, based on the coordination of the interests of the organization and the employee. The personnel management tools include a tool for managing a professional individual career, the implementation of which will ensure the targeted development of personnel as part of the development of the organization.
Career - individually conscious changes in attitude and behavior associated with work-related experiences and activities throughout a person's working life. Thus, a career is a subjectively conscious development, a progressive change in skills, abilities, professional opportunities a person, so we can talk about a career as an occupation, activity.
The stages of a professional career are distinguished as intervals of the employee's working life, during which certain tasks are solved and the foundations for the further development of a professional career are formed. Preliminary the stage includes obtaining education as necessary n) conditions for the implementation of a career. The main problem at this stage of a career is the choice of the type, direction of a career - a profession.
Next comes the stage becoming, when an employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-affirmation occurs and there is a need to establish independence. The key task that a person faces in the early period of a career is career planning, since at this stage there is a statement of career goals and the formation of value priorities in its development.
At the stage promotion the process of qualification growth, career advancement continues, a wealth of practical experience, skills, there is a growing need for self-affirmation, raising the status in the organization. By recognizing the need for change, employees actively participate in training and development programs, are ready for a job change or new positions in the organization, and thereby prevent early termination of their careers. To help employees achieve their goals, many organizations develop career management programs for their employees.
Stage conservation characterized by actions to consolidate the results achieved. 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. Employees during this period are interested in passing on their knowledge to successors, so they can be actively involved in training programs as mentors.
The career of any person is unique, but if we try to generalize approaches to a career, we can distinguish the following types of it.
Interorganizational And intraorganizational career - types of career, meaning that a particular employee in the course of his professional activity works in various positions in different or in the same organization.
Specialized And unspecialized career is the development of a career within one or more areas of activity. So, as a result of the development of a non-specialized career, an employee has a much smaller amount of specialized knowledge, but at the same time has a holistic view of the organization, supported by personal experience.
Under vertical career refers to the rise to a higher level of the structural hierarchy, horizontal a career involves either moving to another functional area of activity, or performing a certain job role at a stage that does not have a rigid formal fixation in the organizational structure. A horizontal career can also include the expansion or complication of tasks in one position. stepped career - a type that combines elements of a horizontal and vertical career, when the promotion of an employee can be carried out by alternating vertical and horizontal growth. Step career is quite common and can take both intra-organizational and inter-organizational forms. Under centripetal a career is understood as a movement to the core, the management of the organization, for example, inviting an employee to meetings that are inaccessible to other employees, meetings of both a formal and informal nature, gaining access to informal sources of information, confidential appeals, and certain important assignments of management.
In the process of implementing a career, it is important to ensure the interaction of all types of careers. This interaction involves the implementation of the following principles of professional career management:
- achieving the relationship between the goal-setting of the organization and the individual employee within the framework of strategic management and organization planning;
- ensuring that career planning is focused on a specific employee in order to take into account his individual goals and motives for developing a professional career;
- ensuring the openness of the career management process, based on the development of high-quality and visual criteria for career development used in specific career decisions;
- formation of a system for assessing and developing the career potential of employees of the organization;
- determination of directions for the development of the individual career of employees, providing for both ensuring the organization's qualitative needs for personnel, and eliminating "career dead ends", in which there are practically no opportunities for employee development.
Business staff appraisal- purposeful process establishing the compliance of the qualitative characteristics of personnel with the requirements of the position or workplace. Based on the degree of this correspondence, the following tasks are solved: assessment of the process and result of the employee's activity in the organization, development of a development program for him; determination of criteria and the amount of remuneration. Personnel assessment allows you to solve a number of additional tasks: establishing feedback with an employee on professional, organizational and other issues; meeting the needs of the employee in evaluating their own work. Business assessment of personnel can be divided into the following main types:
- evaluation of candidates for vacant positions or jobs;
- ongoing periodic evaluation of the organization's personnel;
- evaluation labor potential worker.
Main functions business evaluation:
- evaluation, when personnel, management system and personnel management programs are subject to evaluation;
- informational;
- legal and administrative;
- motivational;
- "feedback".
Business evaluation in an organization is influenced by current legislature where the formal requirements for its implementation, the goals of business evaluation, the status of the position and the content of the tasks performed by the employee, the socio-psychological climate in the team, the activities of the trade union, etc. are clearly fixed.
The business valuation procedure will be effective if the following mandatory conditions:
- establishing criteria for evaluating the effectiveness and process of work for each position and workplace;
- careful development of the evaluation system, which includes evaluation criteria, evaluation frequency, subjects and evaluation methods;
- providing complete and reliable information about the results and quality of the employee's work in the process of business evaluation;
- discussing the results of the assessment with the employee;
- decision-making on the results of the assessment and its documentation.
A large number of criteria can be used to conduct a business appraisal. These indicators can be divided into the following groups:
- indicators of direct results of labor;
- conditions for achieving labor results;
- professional conduct;
- describing personal qualities.
According to the time indicator, a periodic assessment is distinguished when the assessment is carried out on certain specific dates (for example, on the day a person is hired) or a decision is made to evaluate all employees at the same time. For individual workers it is advisable to assign an assessment to the completion date of work for each individual task, for example, within the framework of the “management by objectives” model. Also, business evaluation can be in the nature of continuous monitoring of the process and results of work.
Colleagues of the assessed employee, his immediate supervisor, subordinate employees, employees of related departments who know the assessed employee through work performed jointly can act as appraisers when conducting a business appraisal. To reduce the subjectivity of the assessment, organizations use a plurality of assessments, which is expressed in the involvement of various appraisers, including independent experts. Self-assessment may also be used. It is possible to use a combination listed forms evaluations: external evaluation can be supported by self-evaluation, and the results of the evaluation by the manager can be compared with the evaluation of subordinates or colleagues.
Methods of business assessment of personnel- ways to establish specific values of indicators of business evaluation. Methods can be grouped according to various criteria, such as individual and comparative, with and without pre-established assessment indicators. To assess the elements of the labor and career potential of employees, such assessment methods as testing, business and role-playing games.
Big number Russian organizations today, as part of the business assessment of personnel, they use the assessment method Assessment Center. This complex method is used to optimize the placement of personnel, the formation of a personnel reserve, career planning, the formation of training programs, and the reasonable selection of applicants for positions in the company.
The main assessment criteria within the Assessment Center are communication and leadership qualities, intelligence, teamwork, planning and organization skills. The most popular assessment methods are business and role-playing games, professional and psychological tests, self-presentations, discussions, exercises, written works. The standard assessment procedure includes the implementation of managerial actions, discussion of problems in small group, decision-making, report of the developed project, preparation business letter, filling in psychometric tests, evaluation of the subject by his colleagues.
An important step in conducting a business appraisal is to explain the goals and system of business appraisal among staff and train appraisers, which can increase the effectiveness of business appraisal and reduce social perception errors in the appraisal process.
Main business valuation errors:
- excessive exactingness - a tendency to underestimate, evaluate all employees below their real level according to the criteria by which the assessment is carried out;
- excessive indulgence - a tendency to overestimate, evaluate all employees above their real level with a good or excellent rating;
- extremeness - a tendency that combines both previous errors;
- averaging - a tendency to preferential evaluation by average values of indicators. Many appraisers avoid giving high or low marks, holding the view that all employees are about average;
- the impact of the halo effect - an assessment based on the overall impression, both positive and negative;
- priority - an assessment based on the preference given by the evaluator to one or more qualities of an employee and the impact of these preferences on the overall assessment;
- personal predisposition - assessment based on the personal predilection of the appraiser regarding personal characteristics, relationships, events in the biography, etc., which affects the assessment more than the results of work;
- freshness of impressions - the tendency to use recent events when evaluating an employee, without taking into account the entire time period.
After conducting a business assessment and processing its results, they should be discussed with the assessed employee. An effective conversation after the assessment can help to increase motivational attitudes for the next period. An essential element of successful evaluation systems is the continued use of evaluation results. The use of the results should include the development of professional skills among workers; assessment of the extent to which the employee uses his potential and the solution of the question of the directions of development of his professional career; carrying out regulation of the amount and form of remuneration of the employee.
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