Basic principles of employee career planning. Professional career planning. Movement of personnel along the professional ladder

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The concept of “career planning” includes determining the path of individual professional development. A career is understood, first of all, as an employee’s advancement up the career ladder; it is a part of his life associated with production, economic or professional activities. A career gives a person motives, goals, develops abilities, and expectations that can be realized. For each person, a successful career is understood in its own way, i.e. is subjective. Career planning means a preliminary understanding of the positions held in the future and the requirements for them. It is part of systemic personnel development. Hence, the career itself is systemic in nature.

Career as a system. If an enterprise systematically plans employee careers, this means that it uses modern principles of personally oriented personnel policy. The modern structure of a career as a production system includes six main positions:

" Space of movement." We are talking about the possibility of a career on the part of the enterprise through the “supply” of positions and occupations, which depends on organizational structures, staffing levels and the forms of the career itself or, in sports language, “treadmills”.

Reasons and grounds for movements. We are talking about the possibility of filling vacancies, the emergence of vacancies themselves that appear when positions are vacated, as well as when creating a certain environment around positions that are still occupied. There are many reasons why vacancies arise, for example, the creation of a position for a specific person who needs to be relieved of his current position.

Directions of movement. There are three directions: vertical, horizontal (rotation) and horizontal, forward-looking project team.

Movement profiles. They arise in the case of stability of the position held and are typical for large enterprises with a stable hierarchy and quite numerous homogeneous (homogeneous) positions. Career here is determined only by position on the hierarchical ladder, i.e. This is an option for vertical movement, but while maintaining the profile of responsibilities. This is not possible in small businesses.

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

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

One approach to systematizing potential career moves is the so-called “portfolio of personal resources,” developed using performance criteria for development potential based on a survey of 55 managers at various career phases.

Guiding forces should occupy positions in which they have sufficient chances for success and freedom of action.

" People who like to ask questions contribute to the development and identification of organizational problems.

Performers of work are valuable because they see prospects for the development of at least their position and can contribute to success.

As for the so-called "fellow travelers"", then they work ineffectively, but with a conniving style of leadership in a bureaucratic organization they are able to disguise themselves as effective performers, simulating busyness and high performance. If the organization reaches a critical mass of “fellow travelers,” personal conflicts begin in it and questions about work disappear, because there is no work itself.

Using the Human Resources Portfolio as a guide, employees can understand their place in the organization and understand the reasons for their career situation. A move can occur as a result of a person’s own decision, however, if the position in the organization regarding such a decision is negative, then he, having sufficient activity, looks for ways to realize career goals at another enterprise or directs his energy to changing his position at this enterprise. If an employee has reached the heights of his own potential in career matters, then he directs energy to non-productive goals, to searching for a situation in which the remaining development potential can be used.

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

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

Production goals. In general, such goals are strategically designated due to the fact that, with the help of career planning, the business and economic optimization of the enterprise is explored. Business optimization can be driven by career decisions that achieve the ideal balance between job requirements and employee qualifications. If several candidates apply for one vacant position, then when choosing one of them, you should be guided by production goals, which may conflict with the individual goals of other employees.

Solving employee career problems also includes economic optimization. Optimal matching of job requirements and employee qualifications makes it possible to better use the individual’s potential and contributes to the economic growth of the enterprise. It is clear that career planning contributes to productivity, motivation of employees and improves their personal development.

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

An interesting structure of career motives was obtained as a result of a survey of 2,500 managers of Western companies who answered the question: “What could prompt you to change your current position?” The results of the survey were as follows:

higher income (42%);

greater competence and influence (38%);

greater independence (31%);

activities without instructions from above (26%);

better development opportunities (23%);

greater workplace safety (11%).

Age plays an important role in the structure of career motives. Research shows that approximately half of mature managers consider their career or professional aspirations to be vital. Among young management personnel, only 23 share this point of view. %.

Suggestions of possible career paths (forms of “treadmills”). The possibility of a career is determined, firstly, by the hierarchical structure of the enterprise and, secondly, by the economic state of the enterprise. Career incentives can be:

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

use of rotation;

enterprise restructuring;

active work with the personnel reserve;

using the practice of understudy managers;

creation of project groups;

career "without a managerial position."

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

If individual career needs and its production system do not coincide, then negative consequences may occur for both parties, expressed in the fact that career-supporting personal potential is not realized in the best way in work results. Then “questioners” and “difficult employees” arise. A compromise in this case may be competition between employees in the process of group work, the effectiveness of which depends on interpersonal relationships that take on the nature of conflicts.

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

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

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

Successful career planning is ensured by:

principle of performance;

careful analysis of chances for promotion;

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

knowledge of the “portfolio” of personal resources.

Thus, career plans are complex entities, so there may be multiple paths to advance toward each planned position. The enterprise, represented by, for example, the head of the personnel department, develops “for the employee” several alternative ways for his promotion.

When simultaneously planning several careers for a number of positions, the method of paired comparisons and tabular analysis of decisions can be used.

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

An employee career plan has a positive impact on the success of the enterprise only if the following requirements are met when drawing it up:

objective assessment of compliance with the qualifications of the position;

compliance of planned positions with personal development goals;

continuity of planning taking into account changed circumstances;

relationship between career and life path phases.

Often, employees' careers are planned by their managers. In this case, we are talking about the introduction of systematic and regular career planning within the framework of the developed centralized concept of personnel development and a corporate style of working with them.

Business career planning and control are that from the moment an employee is accepted into the organization until the expected dismissal from work, it is extremely important to organize the systematic horizontal and vertical advancement of the employee through the system of positions or jobs.

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

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

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

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

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

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

Basic Career Planning Activities

Planning subject	Career planning activities
Employee	Primary orientation and choice of profession Choosing an organization and position Orientation in the organization Assessing prospects and planning for growth Realization of growth
HR Manager	Pre-employment assessment Determination to the workplace Assessment of employee labor and potential Selection to the reserve Additional preparation Reserve work programs Promotion New planning cycle
Immediate supervisor (line manager)	Assessment of labor results Motivation assessment Professional Development Organization Incentive proposals Proposals for growth

Career line

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

Business career management

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

Each individual employee is also involved in managing his business career. Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities.

Business career planning

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

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

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

Career management should begin upon hiring. When applying for a job, you are asked questions that outline the requirements of the employing organization. Do not forget that you should ask questions that meet your goals and formulate your requirements.

When managing your career at work, it is extremely important to remember the following rules:

do not waste time working with a lack of initiative, unpromising boss, become needed by an initiative, operational manager;
expand your knowledge, acquire new skills; prepare yourself to take a higher paid position that becomes (or will become) 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 you leave room for your favorite activities; remember that everything in life changes (you, your activities and skills, the market, the organization, the environment), assessing these changes is an important quality for a career;
your career decisions will almost always be a compromise between desires and reality, between your interests and the interests of the organization; never live in the past: firstly, the past is shown in our memory not as it really was, and secondly, you cannot return the past; do not allow your career to develop much faster than others; quit as soon as you are convinced that it is necessary;
think of the organization as a labor market, but do not forget about the external labor market; do not neglect the organization’s help in finding a job, but when looking for a new job, rely primarily on yourself.

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

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

Effective business career management has a positive impact on organizational performance.

Movement of personnel along the professional ladder

Service and professional promotion - a series of progressive moves through various positions that contribute to the development of both the organization and the individual.

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

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

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

Personnel promotion consists of the following procedures:

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

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

career models;
decision of the certification commission;
enterprise philosophy;
staffing table of the enterprise;
job descriptions;
personal files of employees;
orders of the Director of Personnel Affairs;
employment contracts of employees, regulations on remuneration.

The movement of personnel is organized strictly in accordance with the personnel policy personally by the director in small enterprises or his deputy for personnel in large and medium-sized enterprises. Implemented by HR staff. If the movement of personnel occurs spontaneously - as a result of the dismissal of employees, from case to case, to fulfill the wishes of the director, then the effect of a systematic placement of personnel is small. Only uniform and targeted movement of personnel produces a real social effect.

These are your active actions to achieve success in your professional activities. It is closely related to professional growth and mastery. It is not only the goal itself, but the movement towards this goal. A successful career turns out to be the case when a person knows in advance not only what he wants, but also why he needs it, what he will do after achieving his goal.

Planning a professional path is the process of creating a step-by-step goal achievement, taking into account the “human factor” (i.e., patterns of human development, mental characteristics, etc.). Before planning a professional career, it is necessary to find out the person’s attitude towards it, the general emotional mood, what you mean by the concept of a career, because it is difficult, and perhaps impossible, to strive for a goal that you do not know what to call. It is also important to know what your level of motivation is. The level of motivation for activity depends on the motivation of a person to perform work tasks by activating his volitional sphere. Psychological factors involved in a specific motivational process and determining decision-making can include moral control, abilities, inclinations, external situation, etc. It often happens that a person takes specific actions without the motivation to achieve success.

A professional career is characterized by the fact that a person goes through various stages of development in his working life: choosing a professional path, training, entering a job, professional growth, supporting individual professional abilities, etc. It is important to remember that a career does not begin at the moment of appointment to any -position, and at the time of choosing the area in which you can apply your abilities. The main condition for a successful career is the right choice of profession. The solution to this problem is based on taking into account several factors.

Factor 1

You need to know well the world of professions and the requirements that apply to a person performing a particular job. Clarify for yourself the formula of the chosen profession, taking into account possible backup options.

Factor 2

You need to correctly determine your interests and inclinations, assess your capabilities, health, abilities and compliance with the requirements of your chosen profession.

Factor 3

It is necessary to study the state of the labor market, its needs and regional characteristics.

Factor 4

It is necessary to proceed from real opportunities for obtaining education, retraining and advanced training.

Having done all this, you will be able to select for yourself several professions that interest you, and among them, find your one and only one, outline your professional route, and choose an individual path to achieving your goal.

Horizontal and vertical career

Distinguish horizontal career- this is the growth of professional skills. It can develop in two directions: deepening and expanding. In the first option, you will try to master more complex forms of work, and as a result you will be able to perform operations that other specialists cannot do. At the same time, you will be respected and appreciated by both management and work colleagues. If you expand your professional capabilities, you can master related professions, which will give you independence from others and versatility when performing work. This path is also welcomed by management and colleagues.

In addition to horizontal, there is vertical career or administrative- this is growth in position and is associated with the ability to organize work. Qualities that define career success in professions it is:

education;
systematic and analytical thinking, the ability to predict the development of a situation, anticipate the outcome of a decision, the ability to think broadly and realistically at the same time;
communication skills, effective interpersonal skills, insight, the ability to exert psychological influence and influence on other people;
high level of self-regulation, ability to manage one’s condition, development of self-control, stress resistance;
business orientation; activity, perseverance and determination, focus on decision-making, ability to solve non-standard problems and tasks, desire for constant improvement of professionalism;
realistic perception of one’s capabilities and abilities, high self-esteem (real perception of oneself, without self-deprecation).

Steps to building a professional career

Planning a professional career is a continuous process that lasts throughout your professional life. What steps do you need to take to build your career?

First step- this is a conscious and independent choice of profession, which requires from you continuous work effort, creative search for yourself, knowledge of your individual capabilities, your calling and your limits.

Second step- thinking through and drawing up (on your own or with the help of specialists) a personal professional and life plan, taking into account your abilities and possible obstacles and working out backup options in case of failure.

Third step- your receipt of professional education, which has a great impact on the success of self-realization, career success, gaining public recognition, developing your abilities, achieving material well-being, and the like. In addition, in the modern world, professional knowledge and skills become outdated extremely quickly. Today the demand for readiness and ability to retrain and improve qualifications sounds more and more insistent. Without this condition, it is impossible not only to advance, but sometimes even to simply stay in your place.

Fourth step- this is the ability to find and get a job. It is important to have:

positive attitude towards employment;
the ability to effectively search and find information about jobs;
the ability to correctly compose documents necessary when searching for a job and finding employment, the ability to correctly write a resume;
the ability to provide information about yourself over the phone so that they want to meet you and get to know you better;
the ability to build a conversation with a potential employer so that he wants to hire you and offer decent working conditions and pay.

Vocational training prepares an employee to perform production functions in a specific position. During a professional life, a person, as a rule, holds not one, but several positions. This sequence of positions is called professional career .

The sequence of positions in an organization held by an employee is called career in the organization .

For some people, a career becomes the result of the implementation of a detailed long-term plan, for others (and these are the majority) it is a set of accidents. Obviously, for successful career development, the employee’s wishes alone are not enough, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder, you need professional skills, knowledge, perseverance, experience and luck. To bring these elements together, the employee needs outside help. Usually this was the help of relatives and friends (protectionism), educational institutions, societies, and the state.

Today, the organization is becoming an important source of employee support in career development. Why? A modern organization sees the development of its employees as one of the fundamental factors for its own success and is therefore interested in developing their careers.

Career planning consists of determining the employee’s development goals and the paths leading to their achievement . The implementation of a career development plan presupposes, on the one hand, the professional development of an employee: that is, advanced training at the expense of a professional. training, internships, advanced training courses, and on the other hand, sequential occupation of positions in which experience is necessary to work in the target position.

As a rule, every large organization has standard career ladders that lead to the posts of General Director, his deputies, and heads of departments.

Career development call the actions that an employee takes to implement a career plan. Planning and managing career development requires additional (in professional activities) efforts from the employee, but provides rowbenefits for the employee :

Increased job satisfaction

A clear vision of personal professional prospects and the ability to plan other moments of your own life

Possibility of targeted preparation for future professional activities

Increasing competitiveness in the labor market.

Benefits received by the organization :

Motivation and loyalty of employees who associate the prospect of growth with the organization

Reducing staff turnover and increasing productivity

Planning capabilities prof. development of employees and the entire organization, taking into account their interests

Receiving career development plans as a source for determining professional needs. training

Getting a group of people interested in the prof. growing, trained, motivated employees for promotion to key positions.

Awareness of these benefits forces firms to build models for managing employee career development. One of the most common models has become career planning and development partnership model .

Rice. Career planning and development process

Partnership involves cooperation of three parties: the employee, his manager and the human resources department.

Worker is responsible for planning and developing his own career.

Supervisor acts as a mentor to the employee. His support is necessary, since he manages resources, manages the distribution of working time, and certifies the employee.

Human Resources Service acts as a consultant and provides general management of the career development process.

After hiring, the human resources specialist conducts

(1) training a new employee in the basics of career planning and development , explains the principles of partnership, the responsibilities and capabilities of the parties involved.

Training has two goals:

Generate employee interest in career development

Provide tools to manage your own career.

The next step is (2) developing a career development plan . The employee determines his professional interests and methods for their implementation, that is, the positions that he would like to occupy in the future. He must then weigh his capabilities against the requirements of those positions and determine whether his career plan is realistic and, if so, what direction to take to achieve that plan.

At this stage, he will need the help of human resources and the line manager to identify his capabilities and weaknesses, as well as development methods.

Many companies conduct special testing to determine the strengths and weaknesses of their employees, the results of which provide significant assistance in career planning. The boss's participation in the career planning process allows not only to test whether the employee's career expectations are realistic, but also to involve the manager in the employee's career development process from the very beginning and thereby enlist his support.

(3) Implementation of the plan depends primarily on the employee himself. There is a set of mandatory conditions for the successful implementation of the plan:

High performance in your current position is the most important prerequisite for promotion.

Professional and individual development. At the same time, it is necessary to be able to demonstrate newly acquired skills, knowledge, and experience.

Effective partnership with the leader. This is the most important channel of communication between an employee and the top management of the organization, who makes decisions about promotion. He evaluates, provides information about the employee, and has resources for the employee’s development.

Visibility in the organization, activity. Be able to express yourself: achievements, speeches, successful ideas, reports, participation in events.

An important component of the career development management process is

(4) assessment of progress achieved (audit of managers).

All three parties are involved. The assessment is usually carried out once a year , during a meeting between employee and manager, and then confirmed by human resources.

Not only progress in implementing the plan is assessed, but also the feasibility of the plan and the effectiveness of its support by the manager and the organization. The result of the discussion is an adjusted development plan for the next year.

The lack of a strategy for employee career development leads to employee dissatisfaction, causes increased staff turnover, indifference, and limits the organization’s ability to effectively fill vacant positions.

Having a strategy has a positive impact on the long-term prospects of the organization. How to evaluate the effectiveness of career management in an organization? General indicator – stability and efficiency of the organization as a whole .

Specific indicators:

Personnel turnover (comparison of personnel involved and not involved in career planning)

Promotions (comparing personnel with and without career planning)

Occupation of vacated key positions by employees of the organization and those hired from outside (ratio)

Conducting surveys of employees involved in career planning and development

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