What is the definition of personnel development. Moscow State University of Printing Arts. Traditional and modern methods of personnel development

What company personnel development? The phrase is familiar and often used, but what exactly is this process, how relevant is it and how to effectively organize it? This will be discussed in the article.

Personnel development in the organization

Today, any competent leader understands that trained and motivated staff will ensure not only well-organized work and economic efficiency company, but also a competitive advantage in the market.

This means that the staff constantly needs training and professional development.

The world's leading corporations (Apple, IBM, Chevron, Google, General Motors, Microsoft) spend significant funds on personnel development, including organizing their own corporate universities.

But employees of the HR department, whose responsibilities include personnel development, must understand an important thing: the professionalism of employees, their experience is not everything. The very attitude to work, staff motivation, loyalty, a sense of belonging to a single cohesive team are important.

In general, dear HRs, your task is not an easy one - to organize the work in such a way that the personnel development system gives tangible results.

Personnel development system

In order to understand how to build a personnel development system that really yields tangible returns, let's clearly define what tasks are to be solved.

A set of activities aimed at professional and personal growth employees, includes actions for:

working out a development strategy - what goals we will achieve in the future;
planning the company's staffing needs;
objective comprehensive assessment of personnel;
adaptation of new employees;
training and advanced training of personnel;
retraining - that is, in fact, getting a second education and mastering a new specialty;
studying the potential of employees;
rotation and delegation of authority;
planning the career of employees, creating a clear career growth system;
decrease in staff turnover.

The goal of personnel development should also be clearly defined, and in accordance with this, the activities to be carried out in the company should be developed.

What do you want to achieve? For success, any enterprise or organization needs to improve labor efficiency, bypass competitors, prepare a talent pool from young promising employees, and create a healthy psychological climate in the team.

This is the benchmark on the basis of which your personnel development strategy.

Personnel training and development

In the work of the HR department, the importance of personnel assessment should not be underestimated. This gives you the opportunity to understand, let's say, the scope of work: you get an idea of the real professional level of employees, their attitude to work.

In addition, you find out their personal qualities: what problems have to be eliminated, and what are the advantages and benefits of each employee will make it possible to use them for the good of the company.

Let's talk about employee training - the most important link in the personnel development system. Training is possible in two formats - individual and group.

Group training

In a group format, there are such options: trainings, where they develop managerial and professional skills; seminars, master classes; courses for professional retraining and advanced training; business simulations - modeling of business processes close to the conditions of the company, which allows you to gain experience in solving various problems.

Business simulations are popular today that simulate crisis situations in a company. This allows managers to practice crisis management skills and make the right decisions when there are heightened risks for the company.

For example, the popular option, Diamond Rush, develops management skills. Teams of 4-6 people participate in the diamond expedition. They need to make as much money as possible by selling precious stones as quickly as possible.

At the first stage, the participants independently analyze information about the cost of diamonds (raw materials), their cutting technologies, transportation, choose distribution channels (wholesale or retail), etc. The resources of time and money are limited, and even there are various obstacles ...

At the second stage, the teams understand what strategy their rivals have chosen - they need to assess the risks and adapt to the actions of competitors, victory depends on this.

In the process of business simulation, management skills are trained: data collection, analysis, search for alternative solutions, planning.

What are the advantages of group training - the team-building effect and feedback from colleagues work. In addition, it is much more cost-effective to conduct training for a group of employees than to individually train each one.

But group training does not make it possible to take into account the individual characteristics of the participants, their level of training.

Individual training

Individual training and development of personnel is carried out through mentoring, coaching, developmental assignments, internships, temporary replacements (delegation of authority), drawing up and implementing individual development plans.

What are its advantages: the individual characteristics of the employee, the level of his knowledge and skills are taken into account. A personal approach to each employee is used. Training is quite possible without interrupting the main work.

But such training is quite expensive and difficult to implement. Therefore, the group format is used to train ordinary personnel and middle management, and the individual format is used to develop key employees and top-level managers.

And there is also distance learning, which whole line advantages: affordable price, individual training schedule, the ability to combine study and work. These can be remote trainings, workshops, master classes, email newsletters, Training courses.

Personnel development methods

The professional development of personnel can be divided into two groups: on-the-job training and off-site training. On-the-job training is more natural, it takes place in a familiar environment, and is less expensive. Sometimes it involves inviting teachers or business trainers from outside.

Personnel development is carried out by the following methods:

Mentoring - happens in the process of daily work, by example. Most often used when an employee has to master the new kind activities. The employee first learns by observing the mentor's work and then takes action on their own. The mistakes of the subordinate (and they will be required) must be corrected correctly and patiently.
Delegation - in this case, the professional development of an employee occurs due to the transfer of more important tasks to him that do not relate to his main activity. The terms of reference are clearly delineated for him. The employee has to study new information, use unusual working methods, apply new skills.
Rotation - an employee is transferred to another position in order to get additional professional qualifications, purchase new experience... Such a transfer can last from several days to several months.

Learning outside the workplace takes place in trainings, seminars and courses through the following methods:

lectures - the traditional method of vocational training, when the lecturer presents large volumes of material in a short time;
cases - descriptions of completely real or fictitious situations requiring research, analysis and proposals for optimal solutions;
business and role-playing games- collective exercises, when participants get roles, act out a certain situation and act within the framework of the role, making decisions.
For example, the business game "Comfort Zone" teaches the management of stress in connection with the reduction of staff. Three people perform the roles of employees of the rehabilitation center for the unemployed: administrator, counselor and psychologist, the rest are visitors to the center. Trains communication skills in crisis situations, the ability to cope with stress, create a comfort zone.

Social development of personnel presupposes his adaptation in the team, his acceptance of the values of the company, corporate culture and the desire to work for a common goal. Here the main method is team building or team building.

Personnel development is an ongoing process that requires an integrated approach. You cannot act in fragments - today we held a training, tomorrow they sent employees to courses, and ticked the box about the events held.

The proven truth "Live and learn" in this case is very relevant. Personnel need to be motivated to constantly learn new knowledge and skills, Active participation in the life of the company.

For this purpose, many turn to specialized centers, where they provide services for the development of personnel at a professional level.

For mentoring as a method of personnel development, see this video:

Take it for yourself, tell your friends!

Read also on our website:

management personnel personnel management

The term "development" is often applied to personnel or human resources. A.P. Egorshin defines "development human resources»As a complex and continuous process of all-round personal development of the organization's employees in order to increase the efficiency of their work. Egorshin A.P. Personnel Management. Ed. 3rd. N. Novgorod: NIMB, 2001. - 716 p. According to V.M. Maslova, personnel development is a set of measures aimed at developing the human potential of enterprises Maslova V.M. Enterprise personnel management: textbook. manual for universities. - M .: UNITY-DANA, 2007. - 159 p. In the interpretation of P.E. Schlender, human resource development is a system of measures aimed at supporting capable workers, disseminating knowledge and best practices, training young qualified employees, awareness of the importance of employee development and reducing staff turnover by management personnel. Schlender [and others]. M .: UNITI-DANA, 2005. - 320 p. According to R. Harrison's definition, the strategic development of personnel, labor resources is "development resulting from a clear understanding of the capabilities and potential, which works in the strategic structure of the business as a whole." ... Quoted from: Armstrong M. Practice of Human Resource Management. Ed. 8th. SPb .: Peter, 2004. - 831 p .. V this study by personnel development, we mean a system of controlled actions in the field of training employees to perform new production functions, to solve new tasks, in order to overcome the discrepancy between the requirements for an employee and the qualities of a real person, within the framework of achieving a certain level of social and economic development of the organization, satisfaction of collective and individual needs of staff.

The development of personnel should be aimed at optimizing the effectiveness of its activities, for which the necessary conditions... It is the managerial aspect of personnel development that interests us in the first place. In this sense, we can talk about the creation of a personnel development system at the enterprise and the management of this system. Proceeding from this, the development of personnel is understood by us as a project of activities, including a system of management technologies, methods and measures aimed at improving the professional potential of personnel in order to increase work efficiency.

Further, the logic of scientific research requires an appeal to the design of the personnel development system at the enterprise and the management of this system. Social management characterized by the ability of a person to develop ideal projects of activity and carry them out on their own or by the forces of other people. The role of the subject of management is characterized by the development of a project of activity and the creation of conditions for its implementation. Kostin V.A. Management theory: textbook. manual for universities. - M .: Gardarika, 2004. - 222 p .. Thus, design occupies a special place in the management system and performs the function of organizing the activities of both the subject of management and controlled entities.

Based on the methodology of a systematic approach and the principles of project management, we interpret personnel development management as the interaction of a manager and a managed entity regarding the development and implementation of a personnel development project, including a system of management technologies, methods and activities aimed at increasing the professionalism and competence of personnel in order to increase its efficiency. work. The implementation of this project involves the creation of conditions within the organization for the development of the professional potential of personnel, which would contribute to the stability and development of the organization itself, as well as the coordination of general, group and individual interests. Practical activity should be preceded by the development theoretical concept personnel development management.

A new trend in personnel management after increasing its role to the level of a strategic function is a more integral concept - the development of human resources.

In P. Jung's work, personnel development is defined as follows: “Personnel development is a systematic process focused on the formation of employees who meet the needs of the enterprise, and, at the same time, on the study and development of the productive and educational potential of the company's employees. in the VAG alliance. - 1998. - S. 43 ..

The works of other researchers contain the following definitions.

Personnel development is a set of measures, including professional education, retraining and advanced training of personnel, as well as planning the career of personnel in the organization. " Accordingly, training “is associated with the development of general intelligence, and training correlates directly with the skills of future work. Odegov Yu.G., Zhuravlev P.V. Personnel Management. - M., 1997. - S. 455 ..

Personnel training is a set of actions developed within the framework of a unified training concept for the organization and focused on systematic personnel training. At the same time, these actions have a positive impact on the change in the level of qualifications and productivity of employees of all hierarchical levels meeting the individual need for training and the need of the organization for trained employees J. Bertel. Fundamentals of the concept of personnel work in an organization. - 1989. - S. 202 ..

Professional development is the process of preparing an employee to perform new production functions, take up new positions, and solve new problems S.V. Shekshnya. Personnel management of a modern organization. - M., 1996. - S. 125 ..

Pyatkina N.E. believes that the main goal professional development- the creation of such conditions within the organization, when the employee could develop harmoniously, improve his professional, creative and material status, which would contribute to the stability and prosperity of the organization itself. To solve this problem, the organization needs to develop development model, which is a theoretical construction that combines a variety of methods, tools and technologies that facilitate the transition of personnel from one qualitative state to another.

The success of achieving the goal directly depends on the degree to which employees of the organization are ready to become subjects of development. The term "subject of development" means that a person realizes the need for social growth and all-round development, has an interest in this, and that he is a self-reflective and responsible person. Thus, in order to become a subject of development, the personnel of the organization must have three indispensable qualities:

Have your own interest in the development of the organization and a deep intrinsic motivation to participate in the actions taken by the management;

To be sufficiently qualified and have the appropriate personal qualities in order to engage in new activities;

Be responsible for the result (if the development goal is not achieved, then the subject will suffer obvious damage) Pyatkina N.Ye. The concept of personnel development and the problems of modeling its development / Lomonosov readings. 2002. Postgraduates. Volume 1. [site] // Digital library Faculty of Sociology, Moscow State University Lomonosov. Access mode: URL: http://www.lib.socio.msu.ru (checked on 01.11.2009).

This study uses the applied systems analysis methodology developed by one of the authoritative experts in applied systems analysis R. Ackoff, which includes five stages: 1) analysis of the state of the organization and its problems; 2) development of options for the "idealized" future of the corporation; 3) development of means to achieve goals; 4) distribution of available resources (materials, equipment, personnel, finances); 5) planning the implementation of Ackoff R. Planning the future of the corporation. M .: Progress. 1985.327 p.

At the first stage, in order to analyze the state of the organization and its problems in terms of personnel development, a comprehensive study of its effectiveness is carried out.

At the second stage of the analysis, according to the chosen methodology, the development of options for an "idealized" future is carried out, as a result of which the concept of the project is developed. “The concept of a project is its main provisions, presented in a certain system. The purpose of the concept is to determine the ultimate goals of the project and identify possible ways to achieve them. In other words, to systematically represent what we want and how we will do it. Typically, the concept reflects: the relevance of the project; its purpose and objectives; the content of the proposed activity; legal, economic, organizational justification of the project; expected consequences of its implementation Lukov V.A. Social design: textbook. allowance. Ed. 4th. - M .: Publishing house of Moscow. humanistic-social. academies: Flint, 2003 .-- 240 p ..

The third stage is the development of means to achieve goals. Personnel development methods usually include: methods of adaptation of new employees, methods of assessing and certifying accumulated potential and actual competencies, training (in various organizational forms, including self-education), career management and talent pool management, methods of stimulating and motivating labor.

V general view the system of development of the personnel of the enterprise and its professional potential can be represented as follows:

Figure 1.1 - Model of the system for the development of professional potential of personnel

The fourth stage - the distribution of available resources (materials, equipment, personnel, finances) is necessary to support the project, however, this is not within the competence of sociologists, but is carried out by the relevant departments (personnel directorate, financial department, etc.). Unfortunately, in the conditions of the economic crisis, the resources for the development of personnel are insufficient. It is all the more important to dispose of them with the greatest effect.

The fifth stage is implementation planning. Life cycle the project consists of stages. The following stages can be considered as the main ones: development of the project concept, assessment of project viability, project planning, budgeting, project protection, preliminary control, project implementation stage, project correction based on monitoring results, completion of work and project liquidation Lukov V.A. Social design: textbook. allowance. Ed. 4th. - M .: Publishing house of Moscow. humanistic-social. academies: Flint, 2003 .-- 240 p ..

Personnel development is a system of interrelated actions, including strategy development, forecasting and planning of personnel needs, career management and professional growth, organization of the adaptation process, education, training, and the formation of organizational culture.

Analyzing the concepts of "personnel development" and "personnel training", one should clearly distinguish between their meanings. Personnel training is carried out within the framework of personnel development programs, and personnel development includes, in turn, the following components:

Professional education;

Professional development and retraining;

Rotation;

Delegation of authority;

Career planning.

The goal of personnel development is to increase the labor potential of employees to solve personal problems and tasks in the field of the functioning and development of the organization.

Basic principles of personnel development:

Integrity of the development system, continuity of various types and forms of personnel development;

The advanced nature of training and development based on the forecast of scientific and technological development and the conditions for the development of the organization;

Flexibility of various forms of development, the possibility of using them at certain stages of development;

Professional and social incentives for the development of human resources;

Building a personnel development system, taking into account the specific capabilities of the organization, the socio-economic conditions of its functioning.

Factors affecting the need for personnel development in modern conditions:

Serious competition in different markets in the context of economic globalization;

Rapid development of new information technologies;

Systematic, comprehensive solution of human resource management issues and all strategic tasks based on a unified program of the organization's activities;

The need to develop a strategy and organizational culture of the organization;

Participation of all line managers in the implementation of a unified personnel policy and solving the strategic tasks of the organization;

Wide specialized network consulting firms on different directions human resource development.

The strategic human resource management system, developed from the standpoint of a systematic approach to personnel management, has the following functional levels connected by direct and cascade feedback Besedin A.L. A systematic approach to personnel management within the framework of the concept modern management... - Tula: Publishing house "Grif and K", 2001. - 328 p .:

1. Formation and understanding overall strategy enterprises. The strategy of the enterprise as a whole is formed by the available (actual) human potential and should be focused on the human resource actually existing at a given time.

2. Transformation of the enterprise strategy in the line of organizational and technical tasks of departments and services. The correspondence of strategic objectives and available support personnel in specific departments and services of the enterprise is established.

3. Determination of the imbalance of actual and required competencies for the implementation of the developed strategy of the enterprise. At the same time, the existing (previously identified) professional potential is taken into account, which, in the course of appropriate training and retraining, can be brought to the level of competencies required to implement the developed enterprise strategy.

4. Delineation of the required competencies into key and auxiliary ones. Key competencies are defining, decisive for the implementation of the enterprise strategy; auxiliary competencies allow you to achieve your goals with a minimum investment of time and material resources.

5. Determination of ways to form the required competencies for the effective implementation of the enterprise strategy. These paths display the basic settings that are laid down in the personnel management strategy.

6. Determination of links operating in the personnel management system. Absence conflict situations at this stage, it indicates that the constructed system of strategic human resources management of the enterprise really ensures the harmonious integration of the management strategy and personnel development into the updated strategic context of the enterprise.

7. Correction (recalculation) of the total number of personnel required for the effective implementation of the company's strategy. This takes into account not only the required new key and auxiliary competencies, but also possible structural changes in the enterprise and the optimal filling of its new or reconstructed divisions and services.

8. Determination of a set of functions for personnel management of the enterprise. Single-loop feedback is used for complex interaction of personnel management functions. The simplest example of such use of given functions is recruitment and subsequent training within the framework of the system. corporate training.

9. Cascade feedback at this level is used to adjust management influences when the results of the activities of personnel management services in performing its main functions from the specified indicators (quantitative and qualitative) deviate. For example, correction can be made by forming the required competencies in the direction of strengthening the role of corporate training due to the lack of the required competencies in the market or due to the impossibility of providing the specialists hired “from outside” with the requested remuneration for work.

10. Comprehensive assessment of the activities of personnel to implement the strategy of the enterprise. This assessment is carried out periodically in order to determine the effectiveness of the strategic personnel management system.

11. Fixation of the actual state of implementation of the strategic goals of the enterprise. The correspondence of the achieved results and planned performance indicators is determined.

Based on the results of the assessments at levels 9 and 10, a corresponding correction is introduced into the strategic management and development system of the company's personnel up to the first level.

Summing up the results of the analysis carried out, it is possible to draw the main conclusions: the effectiveness of measures to develop the professional potential of personnel depends on the readiness of personnel for development; management of the development of personnel of the enterprise involves the development and implementation of social technology, which ultimately should lead to an increase in the efficiency of production activities.

A.K. Nesterov Personnel development // Encyclopedia of the Nesterovs

Being a complex and multifaceted concept, personnel development is associated with strategy development, career management, professional growth and personnel training. Personnel development is initially aimed at providing the organization with competent employees. The personnel development strategy and the organization's goals must be mutually consistent.

Personnel development in the organization

Personnel development, as a specific specific part of the enterprise personnel management system, is focused on the use of this process in order to achieve the economic and social efficiency of the enterprise.

Personnel development is a complex of interrelated actions, including strategy development, career management, professional growth and personnel training. It is a systematic process aimed at building the potential of the company's employees. The systematic nature of the process implies the need for regular implementation of measures related to professional training, advanced training, rotation and career planning of personnel in the organization.

education;
retraining and advanced training;
adaptation;
prospective and current assessment of personnel;
career planning for employees;
shaping personnel reserve.

This approach is focused on the elementary component of the personnel development process. At the same time, modern conditions dictate the need to increase the rate of personnel development, which is due to the acceleration of scientific and technological progress, as a result of which the process of obsolescence of professional knowledge and skills is accelerated. Within the framework of this approach, the main aspect is to prevent the inconsistency of personnel qualifications with the needs of the company in order to prevent a negative impact on the results of its main economic activities.

Personnel development should be based on a set of measures, including vocational training, professional development and career planning of personnel within the organization, to increase the level of competence of the administrative staff. Providing the organization with competent people should be consistent with the personnel development strategy and the goals that the organization sets for itself.

The importance of personnel development for the organization and the significant expansion of needs for it in modern conditions has led to the fact that companies are directly interested in improving the qualifications and level of competence of their employees. The main aspects of the personnel development system in the organization:

Professional development of personnel is the process of preparing employees to perform new production functions, occupy new positions, solve management tasks etc.
The basic forms of professional development of personnel can be considered seminars for employees of the company's marketing department, business courses for commercial agents, study of English language engineers and designers, the work of heads of departments according to the profile of their department as an ordinary employee.
Professional development of personnel in modern organizations is included in the indicators for assessing the performance of individual employees.
The level of competence and professional skills may also determine the amount of remuneration for administrative personnel.

Personnel development for an enterprise is expressed as the process of preparing employees for new production, commercial or management functions... In accordance with this, the goals of personnel development can be an increase in the labor potential of personnel in general, an increase in labor efficiency, a decrease in staff turnover, the training of managers, etc.

The main areas of personnel development are:

maintaining or increasing the efficiency and work skills of employees;
adaptation of personnel to changing conditions;
training key personnel to perform more important functions at a higher level of management;
organization of methodological training for personnel.

Thus, we can conclude:

Personnel development system Is a purposeful complex of information, organizational and educational elements directly related to the implementation of their job responsibilities used to improve the qualifications of employees of the organization.

In this regard, information on the professional suitability and aptitude of employees, as well as on the requirements for personnel development, is important for the personnel development system. functional responsibilities employee in a specific position and the most typical situations in the process of their implementation.

Personnel development principles

The fundamental principles of the personnel development system in the organization are:

the integral nature of the personnel development system, ensuring the consistency of use and continuity of specific types and forms of personnel development;
the projective nature of personnel development based on the forecast of future conditions for the development of the organization and its needs for personnel skills;
flexibility of the applied forms and methods of personnel development, the possibility of their element-by-element application, division into stages;
professional, social and material development of human resources;
specifying the capabilities and needs of the organization in the development of personnel based on the socio-economic characteristics of its activities.

Personnel development system

The creation of a personnel development system is associated with the concepts and.

The relationship between the personnel development system, human capital management and human resources

Human capital is the result of education, upbringing and acquisition of labor skills in the form of intellectual abilities and practical skills. The development of personnel and is aimed at and the abilities of the personnel, i.e. increasing the level of labor resources of the enterprise.

Consequently, the personnel development system is ultimately one of the manifestations of the organization's aspirations. The concept of personnel development, like theory human capital, focuses on the added value that people can create for the organization. She views people as a valuable asset and stresses that an organization's investment in people generates revenues that are worth the money spent. An organization can achieve any results if it has a stock of human resources that it can use to improve the efficiency of its activities. This is expressed through the development of professionally significant qualities, skills and abilities of the employees of the enterprise, which can bring concrete benefits in the future.

Personnel development as the basis for growth and a condition for increasing the efficiency of the enterprise

The personnel development system acts as an integrative basis for the growth or increase in the efficiency of enterprises.

The impact of personnel development on the economic and social efficiency of the enterprise

The system of personnel development in the organization contributes to the formation of a workforce with more developed professional qualities, abilities and skills that make specific employees capable of performing more complex tasks of an economic, production, organizational and managerial nature. As a result, the professional development of personnel allows to increase the efficiency of the enterprise, increases the value of qualified personnel and contributes to the growth of personnel potential. As a result, personnel development becomes an object of strategic planning, i.e. the process by which the organization's need for the right number people of the right qualifications.

The personnel development system, based on the differentiation of employees and the diversification of their work experience, makes it possible to diversify the impact of the used complex and individually oriented programs aimed at the formation of corporate interest in further development, career growth and personnel advancement in this particular company.

Key areas of personnel development are associated with improving the professionally significant skills and abilities of the company's employees, adapting to changing conditions and preparing employees to perform more important functions at a higher management level. In accordance with this, it can be judged that the development of personnel is focused primarily on improving the professional, functional, managerial and corporate competencies of the company's personnel. Depending on the models for the formation of a system of competencies in companies, they can develop in a distributed order or be combined within the framework of special sets of competencies focused on the specific needs of the company and the requirements that it applies to certain employees.

Personnel assessment and development

To determine the goals of personnel development, the assessment of the competencies of employees, their professional skills and abilities is carried out on the basis of several methods.

An interview with an expert who collects data on the employee's knowledge and experience.
Psychological, professional and general tests.
Methods of expert observation, based on the results of which the expert makes recommendations for each employee.
Self-presentation of an employee to experts and other employees of the organization.
Business games.
Analysis of business situations.
Individual analysis of specific situations within the framework of the main activities of the organization in order to choose a specific strategy and tactics of action in the proposed situation.

The management of personnel development in the organization is based on the current regulations and regulatory documents.

Personnel development is included in the regulation labor relations, which streamlines the work of workers. Within the framework of this system, various forms of labor regulation are distinguished, that is, a specific representation of labor regulations in the form of a set of documents, diagrams, graphs, tables, etc., which can be divided into documented and undocumented.

In accordance with the concept of integrated development of personnel, it is necessary to formalize the organization of professional training procedures, improve the skills and qualifications of employees. This document should regulate the process of personnel development.

Accordingly, special attention should be paid to a number of aspects. We emphasize that the basis for the effective functioning of the personnel development system is the planning of personnel training. In this regard, it should be noted that the formation of a list of specific employees, the preparation, coordination and approval of their individual development plans is carried out by the management of the department for work with the personnel reserve.

The process of professional training, retraining and advanced training of personnel is regulated by the following regulatory documents:

Labor Code of the Russian Federation
Federal Law No. 184-FZ "On Technical Regulation"
Federal Law N 273-FZ "On Education in the Russian Federation"
The collective agreement of the company of the enterprise.
Regulations on the personnel training system, regulations on personnel development or similar documents.

The goal of managing the development of personnel in the organization: the formation of a loyal, stable and effective staff of employees.

This goal is implemented in the form of organizing a professional development system and increasing the level of competence of employees, which is necessary for high-quality execution of business processes and achieving planned results.

Tasks of personnel development management in the organization:

Organization of personnel training.
Personel assessment.
Organization of professional development of personnel.
Ensuring the required level of professional qualifications.
Improving the level of competence of employees.
Ensuring continuous professional growth of employees in accordance with the requirements and standards of work.
Facilitating the adaptation of personnel to create a stable team.
Training of a personnel reserve.

The organization relies on the principles of continuity, functionality and accessibility of the personnel training system. In accordance with them, the formats and training options are determined.

Forms of training in the personnel development management system

Training in the personnel development management system can be implemented in three options for conducting competency development courses:

Field training and mentoring;
Classroom training;
Distance learning.

The development of personnel in the organization is organized in accordance with the scheme:

Managing personnel development in an organization

The personnel development model in the organization is based on the tasks of the position and the requirements for employees.

Personnel development model in the organization

In general, this model is quite successfully used as the basis for personnel development in all major cases:

selection of new employees from outside with an eye to further advancement in the organization;
preliminary planning for the promotion of specific employees up the position;
carrying out basic assessment and certification activities within the framework of the formed training system;
restructuring of existing separate subdivisions.

The personnel development model assumes a different approach to personnel, depending on two criteria. The first criterion is the desire of a particular employee to develop professionally and improve his level of knowledge. The second criterion is the very possibility and prospects of the development of such an employee. This approach is reflected in the diagram.

Management approach to personnel development

At the same time, it is assumed that in any case, the employee must meet both criteria. The fundamental difference boils down to the fact that if an employee independently shows initiative and strives to develop professionally and career wise, then the primary assessment is his motivation. If it is high enough, then the second criterion is assessed.

Development opportunities and prospects are also determined by two criteria:

functional skills, abilities and labor productivity - is determined based on the results of the assessment of labor results;
managerial ability and administrative capacity of an employee - in this case, the assessment is made on the basis of an assessment of his managerial skills.

If the employee does not show the initiative on his own, then the process has a different order:

first, its prospects are determined from the point of view of promotion to a leading position according to the established criteria;
then, his motivation for career growth is assessed and it is established whether this particular employee has a desire for professional development in the framework of filling a managerial position.

The next aspect is the concrete implementation of the personnel development model, i.e. determining which employees to teach and what exactly to teach them. To resolve this issue, it is necessary to develop a personnel development strategy.

Personnel development strategy

The essence of the personnel development strategy is to ensure a continuous cyclical process that is aimed at meeting the company's needs for a loyal, stable and efficient staff. The expected result of the strategy implementation consists of three main components:

prevention of negative trends associated with an ineffective personnel development system;
increasing the loyalty of employees who are planning to fill key management positions;
maintaining the stable functioning of the personnel development system focused on professional growth with subsequent advancement along the management hierarchy.

Implementation personnel development strategies should cover two aspects:

Strategic approach to personnel development - it is necessary to ensure guarantees of professional growth and development of personnel for the long term, as well as to protect the interests of the company in creating a loyal, stable and effective staff.
A systematic approach to personnel development is the formation of a generalizing model of actions that are focused on specific requirements for personnel and the level of their work efficiency, which should meet the needs of the enterprise in a complex set of employee competencies.

Directions for the implementation of the strategy:

adaptive development aimed at increasing the interest of personnel in professional growth, improving management skills and abilities, qualification level and opportunities for their implementation in the organization, taking into account career growth;
procedural development of personnel, including the identification of basic and functional needs for the replacement of key management positions, as well as capacity building and effective use;
mainstreaming development of employees planned for replacement in managerial positions in professional, functional and managerial competencies.

Conceptual diagram of the personnel development strategy

From the point of view of increasing the motivation of personnel for professional development and stimulating interest in career growth, it is necessary that the relationship between management and personnel be based on the principles of creating a climate of mutual relations at work, establishing clear goals and objectives, as well as fair standards of development, etc. In turn, this will contribute to maintaining interest in the work and further development of the employee in the company. In general, for the effective development of staff motivation to use existing development and promotion opportunities in the company, it is necessary to establish a correspondence between the achieved result and remuneration, and it is desirable to ensure that the remuneration is most acceptable for employees. This will avoid the negative impact of excessive increase in material remuneration and neutralize the negative consequences of this approach, which negatively affects the employees' interest in professional development, career growth and willingness to take responsibility in accordance with the development of competencies.

In order to increase motivation and address the main associated problems, it is necessary to focus on reducing the level of dissatisfaction and increasing the level of staff satisfaction. In the context of improving the working conditions and organization of the work process, as well as to improve the situation of employees, it is necessary to provide staff with a comfortable workplace, low noise level, compliance of the workplace with ergonomic requirements, cleanliness, good conditions labor. The complex application of factors of corporate and material motivation will most effectively create conditions for directly stimulating interest in professional development and career growth among employees, which should be supported by elements of the compensation system. Taken together, the implementation of this approach within the framework of the personnel development strategy will ensure a more efficient functioning of the personnel development and training system. However, significant factor organizational support of the training process is also important, which implies the need for a detailed study of training modules, information materials and comprehensive courses that can be used by employees for their own professional development. This will improve the quality of work and the degree of compliance of the work results with the planned indicators, which corresponds to the criterion of focus on results.

Specifying the goal of the personnel development strategy can be as follows:

improve the professional and managerial competencies of employees;
to create in the staff the desire to develop managerial, professional and functional competencies based on the recognition by the management of its merits in terms of performance.

In general, achieving the goals of the personnel development strategy will contribute to the following:

a higher level of professionalism in management;
increase in efficiency management activities;
reduction of possible, prospective and anticipated drawdowns of revenue;
increasing the adaptability of personnel to new functional and management tasks;
reducing the need for tight control and eliminating the associated distributed problems;
reducing the likelihood of unexpected or unplanned occurrence of a situation when candidates from outside will be considered for filling key positions;
increasing the effectiveness of management activities and employee satisfaction with their work.

Key areas of implementation of the personnel development strategy:

maintaining the required professional level staff;
deterministic work on personnel training;
preparation of a personnel reserve for the operational replacement of key positions;
implementation of the personnel development program.

Principles of the personnel development strategy:

training of our own cadre administrators with a high level of qualifications in the framework of the necessary areas for the replacement of key management positions;
creation of conditions conducive to professional development and consolidation in the organization of the most qualified, experienced administrative workers, who also have the necessary moral characteristics and skills effective work in a team;
improvement of work with the personnel reserve of the company as a whole.

Formalization of additional tasks related to the development of the personnel reserve:

Prompt filling of vacant management positions.
Improving the quality of the selection and placement of management personnel.
Reducing operational and managerial risks when appointing employees to managerial positions.
Planning the career development of promising employees.
Promotion of career development and learning.

The implementation of the proposed strategy is carried out on the basis of a combination of passive, reactive, preventive and active directions of its practical implementation. If there are any problems, the reactive component of the personnel development strategy, aimed at eliminating the problems associated with personnel development, is of predominant importance for the company.

Directions for the implementation of the personnel development strategy

Direction	Meaning	Key Features
Passive	Minor	Elimination of passive personnel work for personnel development. Elimination of any imbalances in personnel development.
Reactive	Prevailing	Control of any negative trends in the formation of the personnel reserve, prevention of conflicts between the implementation of individual tasks of the strategy. Monitoring qualified employees demonstrating the potential to develop professional and managerial skills. Inclusion of promising employees in the talent pool for the subsequent development of their professional, functional and managerial competencies. Eliminate the selection of candidates for key management positions from outside.
Preventive	Significant	Forecasting the need for filling key management positions. Prepare opportunities for target groups of employees for development. Development of targeted personnel programs, taking into account the potential of individual employees and possible replacements of key positions.
Active	Minor	Correction targeted programs staff development, taking into account the changing needs for the replacement of key management positions.

The personnel development strategy includes formalized methods of personnel development and a comprehensive assessment of personnel development, including a quantitative approach based on.

Personnel development strategy

The factors for assessing the development of personnel and the results of such an assessment are shown in the diagram:

Factors and results of the implementation of the personnel development strategy

V the current situation companies are increasingly engaged in more than just recruiting and HR administration but also contribute to the development of employees. The development of personnel in an organization is considered as a special type of investment in its own personnel, in the company as a whole.

What is personnel development?

Questions often arise: what is the difference between staff development and training? Are they identical concepts or are they different? Let's try to figure out what the concept itself includes.

Personnel development is a whole system, the action is aimed at the development of employees, and which combines several different subsystems:

staff training during adaptation,
training as advanced training within a given position,
training of the personnel reserve,
rotation of personnel (secondments), assignment to certain positions,
coaching employees,
delegation of authority.

Main objectives and goals

Personnel development activities will allow newcomers to quickly adapt to a new place, more actively begin to perform new tasks and more quickly understand how to work with new technologies and changing conditions. Correctly planned stages of professional development will help an employee in any position, regardless of whether he was just employed or transferred from another department / department.

Also, the benefit of these measures is to increase the level of efficiency and effectiveness of work in an already held position, which is a great advantage for every company.

Working with the talent pool, a serious interest in which is being declared by more and more organizations today, is simply impossible without the actions of both personnel management services and leadership for the development of members of the talent pool groups - this is how the management personnel necessary for the company's goals is prepared.

In general, the implementation of measures for the development of personnel results in an increase in employee satisfaction and their loyalty to the employing company, to the profession and their activities, which, in turn, leads to a decrease in staff turnover, the achievement of significant independence from the labor market, an increase in personal and social the potential of employees.

Important points and possible mistakes

When building a personnel development system in an organization, it is necessary to follow several very important requirements:

At first, all subsystems (listed above) should be built logically in interconnection with each other - for example, building a training subsystem as an advanced training in a given position will not be effective without a previously created and applied training subsystem for beginners during the adaptation stage; or the training of the personnel reserve is logically very closely related to coaching and rotation-secondments.
Secondly, a close connection of the personnel development system with the strategic goals of the organization itself as a whole and the strategic goals of business units is important, and, moreover, the anticipatory style of employee development is important here - as soon as it becomes clear strategic goals, immediately the relevant responsible service, together with the management, begin to formulate development plans - for the future, and not after the business processes have already been built, but without the necessary training of personnel.
Thirdly, it is advisable to take into account the strategy directly in the field of HR - personnel management. In particular, a strategic decision can be a focus on working with external providers in the field of HR, or, on the contrary, a principled willingness to work with internal resources on personnel management tasks. This or that strategy will directly affect the construction of the development system and all its subsystems, the attraction of external or internal professionals to the tasks of training and development, and the construction of the HR service itself.

If we consider not only the elements of the personnel development system, but itself as part of the entire personnel management cycle, then it is necessary to take into account the relationship of employee development with all parts of the HR cycle. Namely, an effectively built development system is closely interconnected with the system of personnel planning and personnel selection - so, with competent personnel planning, we must take into account the development opportunities of existing employees to fill certain personnel positions, for personnel transfers; when planning the selection of personnel, using the existing development system, we understand whether we will select external or internal personnel (subject to appropriate training) for certain positions.

The personnel adaptation system and the development system are also closely intertwined - effective adaptation is impossible without appropriate training both on and off the job. The motivation system and the development system mutually influence each other - the organization can motivate those employees who achieve significant results in their own professional development and, on the other hand, the development activities themselves can be accompanied by a motivating effect during their implementation. The corporate culture and the development system are closely interconnected - for example, the strategy of a self-learning organization can become the main element and leitmotif around which the whole organizational culture in company.

An important point in building a personnel development system is the participation of all managers and part of employees in its formation and its implementation of relevant activities.

Basic tools - forms and stages

Separately, it is worth considering the personnel development subsystems associated with training. Personnel training measures include the following:

instructing directly at the workplace,
shadowing, or observation of a newcomer in a given position of how he works, what actions a more experienced employee performs
assigning a mentor to new employees, who gives various work assignments and monitors the progress and results of their implementation, gives constructive feedback,
lectures, mainly created for the assimilation of theoretical information,
seminars, during which a group of participants receives both the necessary information and has the opportunity to consolidate the material during discussions and questions-answers,
trainings, both corporate (closed - with the participation of only employees of this organization and conducted mainly by internal trainers, although not only; and open - with the participation of employees from different companies and conducted by external providers),
business games,
conferences, master classes,
facilitation sessions,
coaching of a superior by a supervisor (specially trained) or an external specialist coach,
other activities.

There is no single correct teaching tool, it is important to combine different methods in the implementation of training and development systems.

Training and development of personnel in the organization should be aimed at all clusters of competencies. So, in accordance with the filling of the cluster of general corporate competencies (competencies that are important and applicable to absolutely all positions in the organization from an ordinary employee to Director General- for example, result orientation, willingness to work in a team, others) - the organization needs to develop activities that would work to develop these competencies (conducting Development Centers, relevant trainings, facilitation sessions and coaching sessions). In accordance with the content of the cluster of managerial competencies, the necessary seminars, trainings and business games are held for the purpose of development. According to the filling of the cluster professional competencies various professional instructions, trainings, retraining activities are implemented.

In addition to developing and creating competency models for the formation of an effective personnel development system, it is advisable to regularly conduct Assessment Centers and Development Centers in the organization - these Centers help in identifying gaps and "white spots" in the level of all types of competencies necessary for an organization to successfully achieve its goals. Based on the results of such an assessment, not only administrative decisions are made for each specific employee participating in such an assessment, but also development plans are formed. An individual development plan (IPR) should be for every manager, every key employee, every member of the Talent / Talent pool. Such a plan provides for a description of the employee's current level of competence development, a plan of development activities to increase the level of competence, those responsible for the implementation of these activities and the timing of such implementation.

Personnel development from Diamond Personnel R&C

Diamond Personnel R&C specialists are ready to develop and help create a personnel development system for your organization.

The cost of the service for the formation of a turnkey personnel development system is 500,000 rubles and takes from 3 to 6 months, depending on the size of the organization and the Client's willingness to move quickly.

We will be glad to cooperate with you!

In a person, one of the key driving forces in development is the cognitive need or the need to acquire new skills and knowledge. The striving for knowledge gives a person an impetus to setting goals and achieving results, the implementation of which leads to sources of new, higher experiences. The need for development is inherent in us by nature itself and is relevant both in personal terms and in professional development.

For many centuries, people have asked questions about understanding this need for knowledge, this phenomenon has been actively studied and studied by psychologists.

During the formation and development of large corporations, the question of studying the thirst for knowledge, as well as the question of how to develop and consolidate it, became especially relevant. This, in turn, led to the creation of structures that are actively involved in this. The department or department for personnel management just took over the function of nurturing and developing personnel.

The development and growth of employees is one of the key tasks after recruiting for initial stage and retention and motivation in the subsequent stages of work with personnel.

There are many examples of companies with well-developed structures responsible for training and growth of personnel and companies in which these structures do not exist at all.

In our case, one should not consider companies where employees of one function are fundamentally interesting without the possibility of any improvement and prospects for professional development. Still, it is worth focusing on the experience of progressive companies, for which an important strategic task is the intensity and rapidity of employee growth, and due to this, improving the quality of work, the general position of the company in the market as a player, which is also distinguished by a good school for anyone who thinks and wants develop professionally.

Of course, the most striking and powerful tool that allows you to implement the tasks of growth and development of employees is the corporate university, the structure of which is precisely focused on solving issues related to the growth and development of personnel.

The Corporate University is a unique platform for the implementation of corporate training and employee development processes. The tasks that the university solves are related not only to the processes of learning and development, but also to the process of adaptation and mentoring, the process of transferring knowledge. Also, the university solves important tasks in the field of personnel assessment and in the formation of plans for the development of employees. If a company has the opportunity to create such an institution, then, as a rule, issues related to the growth and development of personnel are rather well resolved by this structure.

Vivid examples of a good corporate university are in Western or pro-Western companies, in which the issues of employee training and development are closely involved. For example, P&G, Microsoft, Uniliver, etc. companies. There are examples among Russian companies, Beeline or Sberbank, though the first is now in the withering stage, and the second is at the stage of active formation and development.

But if a company does not have the ability to create such a structure, then it has to cope on its own, or, at most, with the involvement of contractors.

The option when the company does not have a corporate university is still more common in our reality, so it is worth considering options for how to optimally, and most importantly, effectively take care of opportunities for staff development in the team.

Ways to develop employees in the company:

3. Brainstorming

4. Conferences, round tables, exhibitions

5. Writing articles, releases, and comments

6. Mentoring

7. Creation of a unified intellectual base

The setting of goals and implementation in each of these blocks determines how effectively they will influence each specific employee of the company. Let's try to dwell on each of them in more detail in order to more clearly imagine all the pros and cons of these methods of development.

Let's talk about trainings

It is important to understand that the market for training services is quite wide and there is a wide range of what they are aimed at, for example, public speaking training is focused on developing the skill of how to speak correctly and effectively, and team building training solves the problems of team cohesion and is focused on increasing the level of trust between employees, the indirect result of which is an increase in efficiency in the case of team interaction, self-determination training helps to reveal the internal potential of each individual employee, to determine his role and place in the company, and, consequently, to increase his personal efficiency. Therefore, depending on the goals of the company, it is necessary to choose one or another direction of development.

So, there are four main areas: skills, ideological, entertainment, psychological. Moreover, in two types, skill and psychological, individual work is also relevant, which of course is more effective.

Skill training solves an important but narrow task, for example, training in public speaking. At such a training, the structure of how to correctly and systematically build the structure of your speech is set, what you should pay attention to when interacting with the audience. With the repeated repetition of the structure, psychologists have proven that, on average, only after the twenty-first construction of a presentation and speech, an automatic skill of how to speak correctly is developed. Such trainings help to acquire those necessary skills that will further help in work. The only limitation is if a person has a psychological barrier and fear of public speaking. In this case, no skill training will help solve this problem, it will rather give a "skeleton" of a presentation or speech that can be used, but will not solve the internal resistance that has formed for one reason or another.

Ideological training is focused rather on key employees who will be able to convey this or that ideology to the rest of the employees in the future. This type of training is more interesting for the company as a whole than for each employee individually. Although, if the training includes, for example, the ideology of leadership, then such an event can significantly affect the behavior and capabilities of an employee who gains opportunities and understanding that he is a value for the company and his opinion is of enormous importance.

Entertaining trainings, judging by the name, are in the nature of rest and act as extra bonus non-financial motivation of the employee, which is also very important. One of the striking examples of entertaining training is the visiting team-building training. Such events also solve one of the fundamental tasks in the work of the team - this is cohesion, which in the future can greatly affect the assimilation of the material, for example, when teaching on skill training, help deeper disclosure and psychological training, absorb and assimilate important values transmitted by the company during ideological training.

Psychological trainings, in contrast to skill trainings, exactly solve problems associated with the removal of psychological barriers and internal resistances. For example, the same training in public speaking, but already psychological, in which various psychotechniques are used, is focused on working with the inner state and helps to relieve the fear of speaking.

Skill trainings and psychological trainings are especially effective when they are carried out together. in this case, the problem is comprehensively solved, and not just one of its aspects.

What are strategic planning sessions?

The strategic planning session is a working session, and which working group As a rule, key employees of the company formulate strategic goals and discuss possible ways to achieve them. Based on the results of the session, a plan is born with detailed description where the company is now, what short-term and long-term goals should be achieved in a given period of time and what needs to be done for this. What are they? Strategic planning sessions as one of the options for employee development in the company are also quite effective. As well as at ideological trainings at such events, not only the process of employee development is carried out, but also important tasks of the company itself are solved. Thus, the company benefits twice, the growth of the employee through active participation in the session process, which implies serious and active participation, and the results obtained at the time of the session are used for the benefit of the company itself. In the case of a session like effective way development of company employees, it is important to pay attention to the moderator who conducts it, because this can have a significant impact on the outcome of the session and on the possibility of further using these results to achieve the ultimate goal.

Brainstorm

Brainstorming is also a kind of session, but on a lower level. During the assault, of course, global strategic tasks are not solved, but employees are involved in the work process and, as a result, with high activity, new knowledge and vision are obtained, which can later be successfully used in work.

Conferences, round tables, exhibitions and articles

Participation in conferences, round tables, exhibitions, as well as writing articles and notes again solve two key tasks: the employee gets new incentive, opportunities and knowledge in the process of participating in events; the company, in turn, receives high activity and PR. At the same time, it is important to understand that regardless of the position, but rather even for line personnel and middle managers, participation in conferences, round tables, exhibitions, as well as writing articles can serve as a significant impetus for development. Actively attracting and providing opportunities for participation is necessary for employees who have competencies and knowledge in areas important for the company, for example, production, logistics, sales, marketing and PR, personnel, only in this way can high efficiency be achieved. And in the case of the passivity of an employee, it will be possible to draw certain conclusions.

The value of mentoring

Mentoring in the company is a separate item. Many companies say that they have such a practice, but, as a rule, it boils down to transferring several folders from a shared server and telling about who lives in the company and what. Although this point is of significant importance, it affects the speed of the development process. Therefore, it is important that at least it is. There are a number of companies in which the experience of mentoring has been fully implemented and implemented, this rather refers to Western companies in which mentoring is not only a well-written document with a set of points, but also a whole system that serves not only for quick adaptation for a beginner, but also a good motivation for the employee himself, especially if he does not have direct subordinates and by introducing a newcomer to the course, he can also practice his management skills.

Creation of a unified intellectual base

The creation of a unified intellectual base (EIB) is to form unified system generally accepted rules of work, standards for conducting certain projects and systems for their implementation. This, in turn, significantly shortens the period of "invention of the bicycle", especially if the company implements projects similar in structure or their specifics do not change much. The base is a template that, when correct filling and shaping is very convenient to use.…. The base means all those necessary data, knowledge and skills that the company acquired and continues to acquire during its life. As well as the process of mentoring the creation of the EIB, there is a very cold attitude, mainly on the part of the company's employees, this is due to the fact that this is a work for the future, and many are focused on getting results here and now and are not ready to spend their energy on a resource that solves problems in the future. On the part of the management, there is also not always an understanding and desire to develop this direction, since the creation of the EIB implies the investment of human resources, and, consequently, time and money. ... Many of us know and remember that any company has a common consolidated folder, where it is very often not just difficult to find something, but generally it is not clear how to use it, such chaos is going on there. Very often, many conscious and unconscious employees create their own personal folders, only the difference between conscious ones is that their folder is just a kind of his personal intellectual base, in which all useful information... So, with a good systematization of all this information, not on everyone's desk personally, but in a general format, you can get two significant advantages. First, the company receives an invaluable product that remains in the company and is used by all employees. Second, when creating such a repository and systematizing knowledge, a colossal leap occurs in the development of the one who creates it. Automated programs solve the problem of systematizing knowledge, but require much larger investments, resources, both material and human, and not every company can afford to automate all processes, in this regard, the EIB significantly saves resources.

Of course, in the process of developing an employee of a company, there are still a lot of different options and opportunities that can be used, it all depends on the creativity of the HR department or whoever deals with these issues in a given company. We have identified 7 key areas for the development of the company's employees, which, with active use, with the correct setting of goals and control of results, affect not only active professional growth, but also the development of the company as a whole.

It is also important to remember that a lot depends on the employee's understanding of his own goals and objectives, and even with the active use of all options for personnel development by the company itself, all this may turn out to be completely empty and ineffective for an individual employee.

Questions of self-determination, understanding of one's own goals and priorities play an essential role in the purposeful development of an individual as a professional in his field. But, unfortunately, not every employee clearly sees what he wants and where he is going. If so, then he needs help. In this case, individual work can be used, and if the number of the company is very large, then priority is given, as a rule, to key employees. To reduce financial costs with all other employees, testing can be used to diagnose their goals and priorities, as well as trainings on self-determination and goal setting. Training work in matters of self-determination and goal setting is somewhat lower than individual work, but in any case it is effective.

In the process of individual counseling, a coach or psychologist can help you understand yourself. It is important, of course, that it is a professional high level, since the person who participates in the goal setting process must have the appropriate competencies. It is important to understand that the coach's competence is more concerned with professional issues and goals, while for a psychologist it is life aspects, which include both personal and professional issues / difficulties / problems, but they should still be considered through the prism of personal characteristics.

If you understand your own goals and if you have all the opportunities for development in the company itself, the employee will be able to realize and develop at the maximum of his capabilities, which will bring him personal satisfaction, and the company will have high results of his work.

Practical example

A colleague of mine works for a large western consulting company. She has all the opportunities for development in the company, which she actively uses. Continuous trainings different focus from skillful to entertaining. She actively participates in specialized conferences and writes articles on professional topics. Taking into account the fact that the specifics of consulting implies constant sessions and brainstorming, she willingly and often participates in them. In general, the process of its growth during the period of work in this company is palpable with the naked eye. After two years of work, it has reached significant heights: For example, they began to trust her to independently manage large projects, although initially she was responsible only for a part of technical issues, and not key ones. But now she's on the lookout again new job... When asked why, she said that in general everything suits her, during the period of work she went through many stages of development, but only one minus, the company has no opportunities for growth, both career and material. She discussed these issues with her management, but the company's policy implies development and growth, but for some reason does not imply retention and career opportunities for "grown" employees.

A side effect of the growth and development process is the increased expectations of the company towards oneself. Such moments arise quite often, especially with regard to the growth and development of ambitious employees. Therefore, do not forget about the reinforcing points from the company, such as: career, material incentives and various bonuses, additional privileges and opportunities. With the balance of this entire system and its components, in the end, at least 80% of the company's employees will be satisfied and will work for the good of the company for many years.