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INTRODUCTION

In a market economy, the priority strategic goal of any business entity is to maintain and, if possible, consistently strengthen its competitive position. The practical achievement of this goal depends on many factors, one of which is the quality of his human capital. The influence of this factor on the competitive position of a modern organization can be traced in all the main areas of its statutory activities.

The development of market relations in Russia concerns not only the forms management focusing it on the efficient use of limited resources, including the rational use of personnel and the intellectual potential of the individual. In these conditions, an increasingly important place is occupied by a career that allows at the level of an organization, an enterprise to more fully reveal and use the intellectual potential of its employees, and staff makes it possible to satisfy a wider range of needs.

The pace changes in the value-motivational orientations of society in general, and staff enterprises in particular are significantly ahead of pace adequate changes in management technology, which creates a certain gap between the ideas about the career, the incentives for career growth and the way it is managed in the organization.

It is known that the opportunity for career growth is one of the most important motives in the activities of a large number of employees, directly related to their professional and personal development. That is why, one of the most important areas of personnel development in a modern organization is personnel career management - career planning for the organization's employees and creating the necessary conditions for their professional and administrative growth. Career management allows you to determine the optimal path for the development of an employee, increase his loyalty to the interests of the organization, and more fully reveal his potential.

Given the importance of a career, both for the organization and for the individual, a number of studies are devoted to the issue of its development. A significant part of them is aimed at studying the content of a career, its types, types, stages of development and does not study the modern ideas of personnel about a career, the incentive reasons for career aspirations and their consistency with career management methods at domestic enterprises.

The object of the research is the mechanism of the formation and implementation of the personnel career in the organization.

The subject of the research is the organization of career management based on balance interests of the enterprise and personnel.

The purpose of the work is to consider the technologies of organizing career development.

In accordance with the set goal, the following tasks are solved in the work:

Consider human resources as the most important factor in the effectiveness of the functioning of any organization;

Study professional career management of employees;

Analyze the process of special training of employees who are scheduled for further career advancement.

The methodological basis of the work is a systematic approach, the theory of economic behavior, as well as general provisions of management theory, works in the field of economics of personnel management, management, management.

1. THEORETICAL BASIS OF SERVICE PROMOTION

1.1 Human resources - the most important factor in the effectiveness of the functioning of any organization

For the first time, the term human resources began to be used by Theodor Schultz, the 1979 Nobel Prize laureate, who defined that the level of a person's well-being depends, first of all, on knowledge, which is his “human capital”. Somewhat later, this concept began to be applied in relation to no longer a human individual, but in relation to any organization that uses hired labor.

In the economic literature, the concept of human capital is considered in a broad and in a narrow sense. In a narrow sense, “education is one of the forms of capital. It was called human because this form becomes a part of man, and capital is due to the fact that it is a source of future satisfaction or future earnings, or both together. "

In a broad sense, human capital is formed through investment (long-term investment) in a person in the form of costs for education and training of labor force in production, for health protection, migration and search for information on prices and incomes.

In the "Economic Encyclopedia" human capital is defined as "a special type of investment, a set of costs for the development of human reproductive potential, improving the quality and improving the functioning of the workforce ... The structure of human capital objects usually includes knowledge of a general educational and special nature, skills, and accumulated experience. "

Today, in theory and practice of personnel management, human capital is understood as the whole set of employees available to an organization who have professional competencies, physiological and personal qualities that are useful to the employer and in need of continuous development. Thus, the staff is positioned as a necessary component of the total capital of an economic entity. .

For a more complete and detailed characterization of human resources, a functional approach is used. The principle of the functionality of the definition characterizes the phenomenon not only from the point of view of its internal structure, but from the point of view of its functional purpose, final target use. Therefore, human capital is not just a collection of skills, knowledge, abilities that a person possesses. Firstly, it is the accumulated stock of skills, knowledge, and abilities. Secondly, it is such a stock of skills, knowledge, abilities that is expediently used by a person in a particular sphere of social reproduction and contributes to the growth of labor productivity and production. Thirdly, the expedient use of this stock in the form of high-performance activity naturally leads to an increase in the employee's earnings (income). And, fourthly, an increase in income stimulates, motivates a person through investments that may relate to health, education, etc., increase, accumulate a new stock of skills, knowledge and motivations in order to use it effectively again in the future.

At the end of the twentieth century, on the basis of systematic practice-oriented research, an integral doctrine of human capital development was developed, which became a new methodological basic modern theory of personnel management (or HR - management). Let's designate two of the most important requirements for any employer.

First, the capital under consideration needs professional management on a systematic basis. The main goals of human capital management are:

constant improvement of the quality of this capital by improving its structure by increasing the proportion of the most valuable categories of hired personnel for the employer;

increasing the economic return from the use of human capital by creating conditions for increasing the productivity of workers and reducing financial losses from marriage and other production omissions;

effective counteraction to any risks associated with the formation and use of this capital (i.e. personnel risks).

Secondly, to increase the cost, i.e. the real value of the capital under consideration for the respective employer, targeted investments are required. According to T. Schultz's theory, such investments, i.e. financial investments must be made by the employee himself in an effort to increase the market value of his capital offered on the labor market ... To do this, he must independently pay for his vocational education and training, the acquisition of new professional competencies, and finally, invest in the preservation of physical and mental health. Modern theory HR - management does not reject this position. At the same time, it assumes that if an employee is already on the staff of a particular organization, having become part of its human capital, then the main investment in its development should be made directly by the employer.

The main areas of investment in human capital carried out at the expense of the employer are:

all forms of additional professional training of personnel;

creating comfortable psychological conditions for his work;

maintaining good physical health of employees, as one of the conditions for their high performance;

assistance in meeting certain spiritual, moral and cultural needs of employees, aimed at maintaining and developing personal qualities useful to the employer.

The role of human capital in the activities of an organization is assessed from various positions, but with a single resulting conclusion - it is a person as an employee and the corresponding human labor collective that is the main value of any business entity.

The reason for this is the impact of the quality of human capital on the competitiveness of the organization.

The existence of such a relationship is confirmed using several arguments, the choice of which is determined by the fundamental provisions of the theory of competition.

First, the most important criteria for the competitiveness of products (or services), namely, their quality and cost depend not so much on raw materials, materials, production equipment and technologies, but on the workers who use all this in the production process. Their competence and responsibility in the performance of their direct official duties directly depend on:

adherence to technological discipline;

rational use of raw materials and materials;

compliance with the rules for the operation of equipment;

customer service culture.

All this together provides an attractive price / quality ratio for the organization's product or service to a potential consumer. On the contrary, when an employer uses unskilled and, moreover, irresponsible personnel, even the most modern equipment, innovative technologies and high-quality raw materials will not protect against excessive consumption of raw materials, rejects, forced downtime due to breakdowns of machines and mechanisms.

Secondly, the most promising way to quickly improve the competitive position of an organization today is the development and implementation of a variety of innovations. They can be implemented in any area of ​​its activity:

commercial (for example, new technologies for promoting goods to the market, approaches to the organization of customer service that have no analogues before, etc.);

financial (for example, new technologies of tax planning, mathematical modeling of financial transactions, etc.);

technological (for example, resource-saving technologies, automation of production processes, etc.);

personnel (for example, new technologies for selecting candidates for employment, non-traditional approaches to staff motivation, etc.).

At the same time, behind any of these innovations that increase the competitiveness of an organization, there is its direct developer in the person of a specialist or a whole team. It depends on the other part of the organization's personnel how quickly this or that innovation will be implemented, therefore, it will begin to bring returns.

Thirdly, in many sectors of the modern economy, between a specific service offered by an organization and its direct consumer, there is always a person (seller, waiter, locksmith or car service manager, auditor, doctor, etc.). His responsible attitude to his duties is manifested in the form of not only ensuring the quality of the service itself (for example, repairing a car or treating an aching tooth), but also a culture of customer service. In the absence of such a culture of service, the image of the relevant organization in the served market will inevitably decrease, and with it, the client base will also decrease. .

Fourthly, one of the conditions for maintaining and expanding the client base in many areas of entrepreneurship (banking and insurance, audit, private medicine, advocacy, etc.) is the organization's ability to ensure the safety of client secrets. In case of disclosure of confidential information of business partners, it is threatened not only with statements of claim in court, but also with a rapid outflow of the most attractive clients from among both legal entities and individuals. Practice shows that the main reason for the leakage of such information is the irresponsibility or direct disloyalty of the personnel of the relevant organization.

Fifth, the degree of safety of financial resources and other property of the organization, as another traditional factor of its competitiveness, is also in most cases associated with the loyal behavior of the staff.

1.2 Career as an object of management

In the practice of management activities, there are many definitions of the concept of career.

Career is the process of a person's professional growth, the growth of his influence, power, authority, status in the environment, expressed in his progress along the steps of the hierarchy, the qualification ladder, remuneration, and prestige.

thirdly, a person's life outside of work and the role he plays in this life have a significant impact on a business career, being part of the career of every employee .

Career formation is influenced by two groups of conditions:

The objective conditions for the formation of a career that do not depend on a person can be divided into:

general - special requirements for the profession;

socio-economic - associated with changes in forms of ownership;

crisis conditions - increased risk, life threatening;

personnel - there is no system of personnel work.

Subjective conditions depend on the person himself. Career choice is an expression of personality, not a random event, where "chance" plays a role and a person's achievements in a career depend on the correspondence between his personality and the work environment.

Career goals are manifested in the reason why a person would like to have a specific job, to occupy a certain step on the hierarchical ladder of positions.

There are three types of goals in career planning:

Personal, they answer the question: why am I going to do this?

substantive, answer the question: what exactly does a person want to accomplish in order to achieve his personal goals?

instrumental - answer the question: how and establish the ways of achievement.

Formation of career goals is an ongoing process. Career goals change with age, with increasing qualifications, etc.

At the heart of the typology of building a career are three characteristics, which, as a rule, are included in the list of criteria for assessing personnel at an enterprise:

self-esteem. Reflects a person's confidence in his professional and personal strengths, his self-respect and adequacy to what is happening, an objective assessment of his capabilities and abilities. Low self-esteem leads to "learned helplessness" - a person gives up beforehand in front of difficulties and problems, because "all the same, he is not capable of anything." Inflated self-esteem is fraught with excessive claims to attention to oneself and rash decisions.

level of claims. A high level of aspirations indicates that a person wants to achieve a lot in life, climb the social or professional ladder, and win his place in the sun. He is ready to take risks and take on difficult tasks for this. But he will achieve real results only if he has something to rely on. A low level of claims occurs in people who prefer a tit in their hands, it is more important for them not to lose what they have achieved and avoid failure.

locus of control. This is an indicator of a person's responsibility. People with an external locus of control are looking for explanations for everything that happens in the confluence of circumstances and actions of other people. In extreme cases, they are irresponsible, always justify themselves and do not hesitate to blame others for their mistakes. The internal locus of control speaks of responsibility for one's actions and the ability to draw conclusions from one's own mistakes, which sometimes leads to a tendency to self-blame .

In real life, six types of career approaches are most commonly encountered:

climber - a conscious career, not inclined to harsh rash decisions; passes the steps from bottom to top; the next step, only having a good foothold and insured. Determined to reach the top and will storm it to victory;

illusionist - prefers to seem rather than “be”; is good at exploiting the external signs of the image of a successful person; waiting for the highest wave that would lift him up; can manipulate others, is not inclined to take on great responsibility; will go to a competitor with a better offer;

master - it is interesting to explore new areas, the main thing is an interesting rich life, a feeling of moving forward (and not up). Can make unexpected decisions about leaving or changing activities;

ant - works strictly on specific tasks because of the fear of making a mistake, executive, to fight responsible decisions; clear instructions, lack of freedom of choice and praise from the leadership will be his best reward;

collector - wants to reach the heights, but prepares for too long to start a professional activity, has several educations, but has almost no real experience; vaguely imagines his career path, monetary claims are higher than his real value;

usurper - hopes in life mainly for himself, moves up the career ladder, driven by vanity, is focused on a vertical career, an authoritarian management style. Feels responsible, tries to control his own work and the work of neighboring units, often arbitrarily expanding his powers. Uncertainty forces him to adhere to strong groups, but mistrust does not allow him to use the opening opportunities.

Modern Russia is characterized by several types of careers that determine the organizational behavior of managers:

situational career. The peculiarity of this type of career is that the turns in a person's career are controlled by his majesty, chance;

career "from the boss" is a modification of the previous one, attention is focused on the boss - the person who makes the decision is called a "dependent" career, "sycophant", "servile";

Career depending on the development of the object. There are conditions and situations when a person's career is, as it were, in his own hands, the leading role is played by personal abilities for the development of the object and support from the leadership;

handwritten - a person, through his own efforts and efforts, achieves a certain position in the organization;

career "over the dead" - career interests prevail strongly, which stops at nothing in the desire to go the shortest path to the desired position. The "corpse careerist" uses various methods and techniques to destroy those who interfere with him on the "career path";

systemic career. This type is considered the most important feature of the modern level of personnel management. A systemic career requires better informational, organizational, social, socio-psychological and psychological technologies. Her main ideas:

Combine the various components of a career into a coherent whole;

create an organizational foundation for career planning;

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

train personnel services workers for the qualified development of a systemic career, the use of modern forms and methods of career management, "career technologies" .

2. Mechanisms for organizing career advancement

2.1 Management of professional careers of employees

The main goal of this area of ​​personnel development is to meet the needs for management personnel.The process of managing a professional career is carried out in a technological sequence, reflected in the figure below:

Figure 1. - Schematic diagram of the organization of career management.

At the same time, severaltypes of professional careers:

a vertical career, involving the development of an employee in an organization by periodically raising him in position;

a horizontal career, which involves the development of an employee in the organization by periodically transferring him to new positions of approximately equal status in the management hierarchy, but with other, usually more significant functional tasks;

a horizontal-vertical career, involving the development of an employee by transferring him from one job site to another with a consistent increase in his job status.

The horizontal career is widely used in the practice of personnel management in Japanese companies, extending to ordinary performers who regularly master new functional responsibilities. A horizontal-vertical career is characteristic of the school HR -management of the USA. In our country, the vertical type of professional career is more common.

Effective management of a professional career presupposes the need for a preliminary decision and consolidation in the personnel strategy of a priority approach to filling managerial positions at any level. At the same time, for most employers with a sufficiently long experience of work in the market, it is more expedient to strategically focus on using their own human resources. In this case, future leaders are nominated from among their full-time employees, which provides a number of significant advantages:

professional career management acquires a methodically complete character, including a complete list of technological procedures, starting from the preliminary assessment of a candidate for nomination and up to his initial adaptation after being appointed to the relevant position;

it is possible to conduct a comprehensive assessment of an applicant for a managerial position not at once, in the process of direct appointment, but over a long period of his work as an ordinary performer and, further, special training;

the orientation of the professional career management system is ensured to meet the specific needs of a particular organization and its structural unit;

managers who have gone through all stages of career growth in a particular organization are natural carriers of its corporate traditions and corporate culture;

in the subsystem of personnel motivation, an additional effective tool for influencing employees appears, associated with unlimited opportunities for a successful career .

In the case of choosing this approach to filling managerial positions, the top management of the organization needs to make another strategic decision. It is associated with the definition of the main criterion for the selection of candidates for the reserve for nomination. Several options are possible here.

First option presupposes a priority focus on the obligatory presence of the candidate's personal qualities necessary for a successful leader. In this case, the main criterion for selecting candidates for the reserve for nomination is a set of personal qualities and competencies. This complex should be supplemented with the necessary professional competencies, as well as high responsibility and loyalty to the interests of the employer. The basic requirements for the candidate's personal competencies are reflected in the table below:

Table 1. Personal competencies assessed in the selection of candidates for the reserve for nomination

List of personal competencies required by a manager

List of personal qualities unacceptable for a leader

organizational skills; analytical nature of thinking; purposefulness; the ability to quickly and adequately respond to changes; the ability to motivate and support innovation on the part of subordinates; the ability to take responsibility for failures without shifting it onto subordinates; self-criticism; psychological stability; sociability; sense of humor

the desire to personally participate in the solution of any production problems; a tendency to intrigue; adherence to the principle “the end justifies the means”; a pronounced tendency to reach a compromise in any way; lack of self-confidence; expressed unwillingness to take responsibility; heightened self-esteem; intolerance to other people's opinions; the tendency to appropriate others' successes and pass on one's own mistakes to others; capriciousness; subconscious distrust of others; melancholic psychotype

The main and decisive advantage of this option is the prevention of the threat of appointing to managerial positions employees who are “genetically” unsuitable for this kind of activity.

The disadvantages of this option include:

the need for the introduction and continuous improvement of special technologies to identify the appropriate qualities;

insufficient reliability of conclusions about the presence or absence of appropriate qualities in managers hired from outside.

Despite these shortcomings, the option under consideration is the most appropriate for any employers that form their own reserve for nomination.

Second option presupposes a priority focus on the obligatory availability of the candidate's proper professional competencies.

In this case, the main criterion for selecting candidates for the nomination reserve is a complex of professional competencies, complemented by high responsibility and loyalty to the interests of the employer. The presence of the appropriate personal qualities in the employee is at the same time a desirable, but not a prerequisite.

The advantage of this option is

Relative simplicity of the procedure for confirming professional competencies, which does not require the use of special psychotechnical technologies. This determined the prevalence of this option for the selection of future leaders in the domestic environment. However, this option has two significant drawbacks:

high probability of appointment to managerial positions of employees "genetically" incapable of effectively performing managerial functions, precisely because of the lack of the necessary personal qualities;

potential losses of the employer from the use of specialists as managers, due to their personal competencies, are more suitable for expert work.

A vivid illustration is the implementation of space programs in the USA and the USSR in the 50-60s of the last century. At the head of the American program was Wernher von Braun (the designer of the German FAU missiles), at the head of the Soviet one was Sergei Korolev. Both had the official status of general designers. But Brown was completely relieved of the administrative functions of a dedicated project director. Korolev combined both functions, being engaged, along with the design of new missiles, solving a whole range of tasks, up to the issues of creating the necessary production base and the material and technical support of the project. How justified such a practice was was shown by the premature death of this outstanding Russian scientist .

Taking into account the above disadvantages, the considered optionit is not advisable to use it in industries focused on the use of predominantly highly skilled labor.

There is also a third option, the adherence to which by a particular employer is never "voiced" publicly, but is quite often implemented in practice. The selection of future and subsequent promotion of existing managers is carried out on the basis of the criterion of their personal loyalty to the head of the organization or a specific structural unit. The textbook has repeatedly emphasized the role of the factor of employees' loyalty to their employer. However, in this case, the leader is often faced not with genuine loyalty to his interests on the part of a particular subordinate, but with skillful demonstration of it. In this case, the principle: "We do not need smart ones, we need the faithful!" can play a cruel joke with him. By nominating an employee whose developed capacity for sycophancy was mistaken for "loyalty and dedication", the manager in the long run loses in several positions at once..

First, the effectiveness of the entire system of intra-firm management decreases, since most often people who do not have innate personal qualities of a leader, or even high professional competencies, find themselves in managerial positions. The low level of management can not affect the main results of the organization. At the same time, a team of managers, selected according to the principle considered here, will always shift their own blame on each other and on their immediate subordinates.

Secondly, sooner or later, the quality of the organization's human capital deteriorates due to the proactive dismissal of its best employees. Some of them will make such a decision out of a sense of just resentment against the leadership, which "bypassed" them when filling a corresponding leadership position. Others will leave due to their reluctance to work under the leadership of a manager whose only talent is the ability to flatter a higher authority in time.

Practice shows that a leader who has received his position due to the qualities considered here will inevitably behave incorrectly with subordinates, trying to compensate for the "moral damage" associated with the implementation of his chosen model of behavior in relation to a higher authority.

Naturally, not a single highly qualified worker or specialist who is in demand in the labor market will work with such a boss for a long time. Only employees whose low professional competencies do not allow them to count on quick and successful employment will agree to endure constant humiliation.

Thirdly, the likelihood of the risks of disloyalty from those managers who have made a career precisely due to ostentatious devotion to the head of the enterprise personally increases. Here, the principle “you can really rely only on that (that) that (who) resists” works in full measure. Such employees retain their imaginary loyalty to the employer only until they have other, more profitable, employment options. If an appropriate alternative appears, and even more so that the results of the employer's business deteriorate, they betray their recent “benefactor” without the slightest hesitation.

In the field of small business, if an entrepreneur makes a “square mistake” and turns a “particularly trusted” manager into a junior partner, there is little doubt that in a short time the business will simply change its owner and it’s good if without using purely criminal methods ...

In conclusion, we note once again that the decision on the selection of specific candidates for the nomination reserve is always preceded by attestation, organized taking into account the requirements.

2.2 The process of special training of employees, scheduled for further career advancement

The universal goal of the process is the acquisition by the trainee of the competencies necessary for the effective performance of official duties at the workplace, which he will subsequently have to occupy. When organizing such training, the following methodological requirements must be met:

differentiation of training depending on the level of the planned purpose, i.e. the use of three basic training schemes - for junior, middle and senior management personnel;

combination within the framework of each of the three indicated schemes of several forms of training;

assigning a personal curator to each student who organizes and controls the entire learning process.

The list of the most common forms of training for various categories of managers is shown in the table below:

Table 2. Basic schemes for leadership training

No. of clauses		Special training scheme	Monitoring and evaluation of training results
	Junior managers	Stage 1: on-the-job training. Stage 2: a short-term course of theoretical training for managers in a third-party training center.	intermediate control activities and final certification
	Middle managers	Stage 1: a full course of theoretical training for managers. Stage 2: appointment of the deputy head of the relevant department. Stage 3: internship in a third-party organization	intermediate control measures; final examination
	Senior executives	Stage 1: a full course of training in the centers for advanced training of top managers. Stage 2: internship in a third-party organization. Stage 3: implementation of an independent business project.	defense of the final qualifying work; conclusion on the results of the internship; evaluation of the results of the implementation of a business project; final examination

On-the-job training, used to train primarily junior-level management personnel- heads of primary labor collectives. The trainees are, as a rule, young specialists included in the number of candidates in the reserve for nomination. The personal curator is the head of the relevant department or the direct technical manager. Over a fixed period (usually at least a year), he introduces the trainee candidate into the course of management processes, operations and procedures in the relevant area of ​​the unit's work. A necessary condition for on-the-job training is to supplement it with other forms of training that provide the acquisition of special theoretical knowledge.

Appointment to the position of a deputy head of a division is usually used in the preparation of middle (and sometimes top) managers, being the most common and effective form of improving managerial qualifications. It allows for a relatively short period of time to introduce the student into the course of all the problems associated with the performance of the relevant official functions. The advantage of this form is the ability to repeatedly check the practical readiness of a specialist for appointment to the next position. One of his direct functions is to replace his manager during his absence, including for a long period (vacation, long-term business trip). In the role of a personal curator, the manager is fully responsible for the quality of training of his deputy.

The main condition that ensures the proper effectiveness of the considered form of special training is the personal interest of the personal curator in its successful result. To ensure proper motivation, you should take advantage of foreign experience in personal management. .

So, one of the elements of the Japanese school HR -management is a rigid rule that excludes the possibility of moving a leader to a higher position or his honorary resignation due to retirement in the absence of a fully trained successor.

Therefore, in no case should a deputy be appointed without the consent of the respective manager. Most often, this will be perceived by him as a signal of the upcoming dismissal. Obviously, from the first day of joint work, the head of the department will not be concerned about the issue of assistance and training of his new deputy. The only goal will be to compromise his professional and, if possible, personal competences, in order to prove to a higher authority that he is “irreplaceable”.

Training in specialized training centersaccording to programs for improving managerial qualifications is one of the mandatory elements of special training for managers of any level. It is focused on obtaining in-depth theoretical knowledge and certain practical skills in the field HR - management, as well as the psychology of labor relations and conflict management. The corresponding educational programs are strictly differentiated according to the categories of trained specialists. All of them are carried out with a break from work, but differ greatly in both the duration and the content of training, which is illustrated in the table below:

Table 3: Characteristics of management training programs

No. of clauses	Views programs	Duration	Educational technologies	Control activities
	Lower-level management training programs	up to 5 days	lectures; trainings	final testing
	Middle management training programs	up to 10 days	lectures; trainings; situational workshops; business games	final testing and solving practical tasks
	Senior Leadership Programs	up to three weeks	round tables; situational workshops; business games meetings with heads of government services, business associations, etc.	preparation and defense of qualifying work

An internship in other organizations, including foreign ones, is used as a form of training that complements the theoretical training of middle and senior management personnel. Its advantage is the opportunity to acquaint the trainee with the experience of organizing management in other organizations, i.e. broaden his professional horizons. The disadvantage is the presence of not only financial costs for paying for such training, but also the need for significant organizational efforts, primarily in terms of establishing permanent contacts with an organization conducting such an internship.

The relationship of competition as the basis of a market economy predetermines confidentiality, including of management information. From the point of view of any employer, accepting an employee of a third-party organization for an internship almost always means the possibility of leakage of information representing "know-how" (in terms of experience in organizing operations management, information technology, etc.). This reason determines the possibility of conducting an internship only in organizations with which a particular employer has long-term integration ties, including on the basis of common financial interests.

The implementation of an independent business project is an effective method of training top managers. In modern conditions, this form is usually implemented by offering the trained leader to independently develop and implement an innovative business project, the possible goals of which are:

development and organization of promotion to the market of a new product;

attracting a new VIP-client for service;

development, implementation, approbation and transfer to the mode of permanent operation of a new technology of in-house management.

Finally, large business entities actively developing a branch network can use another effective method of training top managers. The applicant for the transition to this category is instructed to independently prepare and implement the entire range of measures for the creation, withdrawal and consolidation of a new regional department (branch) on the market. This makes it possible to test his leadership skills in a completely autonomous mode without the current tutelage of higher authorities.

The mode of the full cycle of professional career planning is used today mainly by small (less often - medium) businesses, which have been owned by the same family since their inception. It is focused on the preparation of the next successor of the top manager, who combines the functions of an owner and a top manager, and involves the sequential movement of the trainee through a predetermined nomenclature of jobs. The high final efficiency of this method is provided by the opportunity to get acquainted with the specifics of the activities of the main divisions, including the entire range of internal management conjuncture and relationships.

In conclusion, we will formulate several additional methodological requirements for the organization of professional career management of employees.

Firstly, when planning the quantitative composition of the reserve for promotion, it is necessary to take into account the real needs of the employer in managerial personnel. In the absence of a sufficient number of vacancies, employees who have undergone special training will not be able to get a promotion corresponding to the new competencies. Sooner or later, this will cause discontent among them, which will become the reason for proactive dismissal.

Secondly, the main reason for excluding an already established leader from the reserve for nomination (not taking into account force majeure circumstances that caused the simultaneous loss of the necessary competencies) is his achievement of the limit of professional competence. In foreign practice, for many decades, such a concept has been used as the “reached limit of competence”, which determines the inadmissibility of further career growth of a manager who has entered it. This limit is set on a strictly individual basis, based on the current assessment of the performance of a particular leader, and is recorded in his dossier.

Which once again confirms the need for the existence of this confidential document in the personnel accounting system of a modern organization. In the case of familiarization with such an assessment recorded in a personal file open to him, the appropriate and sufficiently young manager is likely to actively start looking for a new employer. Meanwhile, in his workplace, he fully meets the requirements of the employer.

At the same time, factors such as age, gender or job level no longer matter - such a mark in the dossier can equally appear in the case of a fifty-year-old workshop foreman and a thirty-year-old department head. Ignoring this principle leads to a management situation typical for domestic conditions, in which a leader who effectively coped with his previous duties, after being promoted to a higher position, does not show full professional competence.

Thirdly, the heads of the organization and the personnel service need to ensure strict confidentiality of information on the specific composition of the reserve for nomination. The American model of “encouraging healthy competition between employees of an organization,” as already noted, does not correspond to the historically established traditions of the national school of personnel management and the peculiarities of the national labor mentality of Russians. Therefore, with open information about the availability of several candidates for one managerial position in the corresponding structural unit, interpersonal conflicts will inevitably arise, the participants of which, along with the candidates, will be the majority of their colleagues, united in informal “support groups”.

An essential element of the management process of leadership training is the initial adaptation of newly appointed managers. Practice shows that the period of initial adaptation of a manager to a new workplace can take from three months to a year. Its specific duration directly depends on the effectiveness of the assistance provided to the newly appointed manager by the superior manager, the psychologist of the personnel service and, of course, their own subordinates. The employer is objectively interested in shortening the adaptation period for new managers, since at the first stage of their work in a new position, the probability is significantly higher, firstly, of making erroneous decisions, and secondly, interpersonal conflicts with subordinates and colleagues from other departments. Management of the process of initial adaptation of managers includes several basic directions .

The first direction is constant consulting assistance from a higher authority. It is carried out not only when making the most responsible management decisions, but also in the mode of operational monitoring and support of the newly appointed manager. The main problem is the observance by the superior leader of the rational limit, beyond which such support turns into petty tutelage. After some time, such care inevitably leads either to conflict or to the loss of any desire by the young leader to make independent decisions. To prevent such an outcome, the upstream manager must follow a few simple rules:

First, immediately agree with the subordinate manager a list of issues that, before the end of the period of initial adaptation, must be resolved with the obligatory prior approval of the higher authority. As a rule, this refers to "key" management decisions affecting the interests of other structural divisions or the organization as a whole.

At the same time, it is necessary to explain to the young leader that such a safety net is in his own interests. Its absence can create a situation where the damage determined by an uncoordinated decision will force the top management of the organization to resort to administrative sanctions against the young leader.

Secondly, at the end of each working week, both leaders should meet to discuss the results of the completed and plans for the next period, during which the main form of dialogue is proposals on the one hand and brief comments or indirect advice on the other.

Thirdly, as the adaptation period progresses, the superior manager needs to constantly reduce the level of such support, preventing any attempts by the subordinate manager to agree on issues that have either been previously discussed in detail or objectively do not require discussion.

The second direction is targeted methodological assistance from a psychologist and other specialists of the personnel service, as well as the security service of the organization. Specific forms of such assistance usually include:

consultations on the issues of psychology and ethics of labor relations, conflict management, assessment of the performance of performers and the motivation of their work;

providing additional advanced training for a young leader, for example, sending him to short-term trainings, transferring annotations of new items of special literature, etc.;

discussion of purely psychological problems of the head (this form is especially relevant for managers who do not have their own experience in management activities).

The third and most laborious area is to provide support to the leader from the workforce subordinate to him. Practice shows that the most common reason that complicates the initial adaptation of lower and middle managers is the subjective rejection of their candidacies in work collectives. This situation has very negative consequences, ranging from lengthening the period of adaptation of the head and ending with his forced replacement. In especially difficult cases, the administration is forced to use crisis management methods - up to the disbandment of a structural unit. The problem considered here arises, as a rule, in two situations:

the new leader came to the organization from the outside, in the presence of an informal leader in the unit itself - an obvious candidate for this position, enjoying undoubted authority among the majority of the team members;

the newly appointed leader immediately took the wrong position, openly opposing himself to the team (the so-called "star fever" characteristic of novice managers).

In any of these options, there is a fault of the superior leader and the personnel service, which in the first case overlooked an obvious candidate for the reserve for nomination, and in the second, did not provide adequate training for the young leader. A possible alternative to administrative decisions should be measures aimed at rapprochement of the positions of the parties and the search for a compromise option.

So, in the first of the managerial situations discussed above, it is advisable either to immediately include an informal leader in the reserve for promotion (if he really has the necessary qualities), or to dismiss him just as quickly if his authority in the team was based mainly on populism, demagoguery and intrigue. ... In the second situation, the main attention should be focused on correcting the behavioral models of the young leader. In particular, a psychologist or a superior leader himself must explain to him the reasons and consequences of his "star fever" in an extremely correct form, and in the absence of understanding, directly warn him about incomplete official compliance.

In other cases, the appointment of a new leader causes in the team more suspicion and psychological discomfort, rather than an openly negative reaction. In such a situation, the best course of action is to involve a full-time psychologist or a specialized consulting center to correct the psychological climate in the direction that favors the early adaptation of the head in this unit.

Conclusion

In modern human resource management theory, career is commonly understood to mean individually conscious changes in a person's position and behavior associated with work-related work experience and work activities throughout the working life. It follows that:

firstly, a career includes the internal attitude and behavior of the employee himself,

secondly, it is a progressive change in skills, abilities and professional growth opportunities associated with his economic activity,

thirdly, a person's life outside of work and the role he plays in this life have a significant impact on a business career, being part of the career of every employee.

Service and professional advancement is a series of progressive vertical and horizontal movements in various positions, contributing to the development of the organization and personality (positions, jobs, positions in the team). The initial data for organizing the movement of personnel are: the philosophy of the enterprise, models of service career, staffing and job descriptions, orders of the director and the decision of the certification commission, personal files and employment contracts of employees.

The system of service and professional promotion is a set of means and methods of professional promotion of personnel used in various organizations. There are two types of job promotion: promotion of a specialist and promotion of a manager (functional and line managers).

Personnel promotion consists of the following procedures:

1) Promotion or qualification, when an employee fills a higher position, and the worker receives a new rank.

2) Relocation, when an employee is transferred to another equivalent workplace (workshop, department, service) due to production necessity or a change in the nature of work.

3) Demotion, when, due to a change in his potential, the employee is transferred to a lower position or, based on the results of certification, to a lower rank for the worker.

4) Dismissal from an enterprise, when an employee completely changes his place of work due to dissatisfaction with working conditions or non-compliance with the workplace.

Objective conditions affecting career advancement:

the highest point of a career is the highest position in a particular organization;

career length - the number of positions on the way from the first to the highest;

position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons at the hierarchical level of an individual's presence at a given moment;

indicator of potential mobility - the ratio, over a certain period of time, of the number of vacancies at the next level of the hierarchy to the number of persons at the hierarchical level where the individual is.

LIST OF REFERENCES

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Professional orientation and selection of personnel. In most law enforcement agencies, the psychological service is a structural element of the personnel apparatus. Therefore, one of the main tasks facing the service is to use the achievements of practical psychology in working with personnel (personnel, personnel).

Professional orientation is a system of psychological, pedagogical, organizational and other measures of the state, specific departments and psychologists aimed at optimizing the process of youth employment in accordance with the desires, inclinations, developed abilities and taking into account the need for specific specialists. Professional orientation in law enforcement includes various forms of work. The most common is to familiarize young people with the specifics of the activities of law enforcement agencies through the use of mass media (central, local, departmental). Open doors days are held annually in educational institutions. In many regions, specialized colleges and classes in general education schools are being created. The participation of a psychologist in vocational guidance work at the stage of selecting candidates for service allows them to adjust their ideas about future activities, to provide qualified counseling on the choice of a specialty (faculty), and sometimes to convince a candidate that his personal qualities do not meet the qualification requirements for a future specialist , and thereby save a person from possible disappointments and stress.

In the course of professional counseling, the attention of the candidate and his relatives is drawn to the especially tense and dangerous nature of the future specialty, the conditions of service in specific structural units.

Vocational orientation work is often carried out among a relatively small group of young people - children of law enforcement officers. On the one hand, this is a positive factor, since young employees, brought up in family traditions, know more deeply the specifics of the activities of the relevant services, and are better prepared for the professional and psychological difficulties of practical activity. There is no staff turnover among this category of specialists. But, on the other hand, focusing only on the children of law enforcement officers enhances the secrecy, isolation of this system, and limits the influx of capable young people.

The experience of individual vocational guidance of talented and gifted young people deserves attention. They are identified even at the stage of training in various educational institutions, their personal qualities are studied. Professional counseling is provided not only for candidates, but also for their parents. Only after that, candidates are invited as applicants to specialized educational institutions of law enforcement agencies.

The central stage of psychological support for work with personnel is professional selection. It includes a set of "special procedures for studying and probabilistic assessment of the suitability of people for mastering a specialty, achieving the required level of skill and successfully performing professional duties in typical and specific difficult conditions" 1. In other words, professional selection is a procedure during which the suitability of a person for professional activity is determined, first of all.

An important feature of this procedure in law enforcement agencies is its legal regulation, which is explained by the increased requirements for employees of state bodies and the responsibility of officials for its implementation. The regulations provide for the following aspects of professional selection: social and legal (age, education, citizenship, etc.); medical (fitness for professional activity for health reasons); psychological (the presence of appropriate personal qualities). The specific features of psychological selection, in which psychologists-practitioners take the most active part, are considered in § 6.1.

Personnel placement and management of their professional adaptation. The final conclusion on admission to the service of law enforcement agencies and placement of personnel carried out directly in the territorial divisions. The practical psychologist at this stage acts as an expert and consultant. He compares, on the one hand, the psychological information about the candidate's personality, obtained during his direct study and received from the center of psychodiagnostics, and on the other hand, the requirements that apply to a specific position (professiogram or model of a specialist).

The absence or weak development of certain properties in a candidate is not always a contraindication to service (if we are not talking about moral qualities), because these properties can be formed only in the process of professional activity.

When deciding the issue of employment, it must be borne in mind that modern personnel management involves not only adaptation ("fit") of the person to the requirements of the position, but also the adaptation of the position (functional duties, powers, responsibility) to the psychology of a particular person, the redistribution of functions.

When enrolling in law enforcement agencies, it is often taken into account personal surety for an experienced employee candidate. This implies the formal responsibility of the sponsor for the employee recommended for service, as well as the obligation to be his mentor. Personal surety can be important, especially in situations where a candidate for service is conditionally recommended (that is, falls into a risk group).

At the stage of accepting a candidate for service, a psychologist often has to conduct individual consultations with the aim of reorienting a future specialist to work in a different field, not in the one that the candidate dreamed of.

The law enforcement agencies are quite developed mentoring institute and as an important form of ensuring the professional development of young employees, and as a means of psychological assistance in adapting to the team. Therefore, one of the tasks of a practical psychologist is to advise the head of the department in order to select mentors who are psychologically compatible with the employees hired, as well as the subsequent counseling of mentors and increasing their psychological competence.
Considering that the psychological service itself in law enforcement agencies is going through a period of formation and experienced workers do not always realize its necessity and its capabilities, it is quite justified that psychologists also shift the emphasis in their work to young employees. In many departments, psychologists begin their work with recruited employees with an individual conversation based on the results of a psychological examination, at the same time they clarify their self-esteem, the level of aspirations, and develop tactics of behavior in the service team.

So, on adaptation of young employees such quality as conformity. Increased conformity can lead to the fact that the beginner easily succumbs to negative influences, is drawn into the "mutual responsibility". Nonconformity, the desire for independence leads to ignoring traditions, public opinion, and gives rise to conflicts with experienced employees. In large divisions (several hundred people), where the annual replenishment of young employees is large enough, it is advisable to conduct socio-psychological trainings with them. And above all - self-confidence trainings. Experience shows that trainings relieve emotional tension, significantly rally young employees, provide an opportunity to discuss the socio-psychological difficulties they face in service teams and when communicating with the population, and form a sense of self-confidence.

In the course of social and psychological trainings, a certain immunity to negative phenomena in law enforcement agencies is instilled, the foundations for the personal growth of employees are laid. Purposeful work is carried out with persons referred to the risk group. On them, the psychologist starts a special folder (file), where all the activities carried out are recorded. After the trial period (from 6 to 12 months), the results of their official activities, relationships in the team are comprehensively analyzed, a second psychological examination is carried out by the psychologist of the unit or in the center of psychodiagnostics. After that, a final decision is made on the further service of the employee classified as a risk group. Experience shows that this category of employees should be registered with a psychologist for up to three years.

The task of the psychologist is to analyze the factors influencing the process of professional adaptation, and to develop measures to optimize them. For the successful adaptation of young employees, work is carried out with the teams in which they work. The attitude of employees to a newcomer in social psychology has always been considered as a criterion for the level of development of the team itself. The ability to notice the first successes of beginners, to stimulate their diligence significantly affects motivation and job satisfaction, and forms self-confidence.

The problem of adaptation is relevant not only for practical units of law enforcement agencies, but also for educational institutions. It is known that the first year of study is the most difficult for students. New living conditions: getting up, exercising, drill and physical training, the transition to the statutory form of relationships, tight control over behavior, separation from parents, barracks conditions, a different diet, new friends, colleagues who must be reckoned with, and sometimes just theirs endure, intense training - have a strong psychological effect on freshmen, cause deep feelings, doubts about the correct choice of life path. It is no coincidence that the number of expelled students in the first year and in the first semester of the second year is the most significant.

Difficulties in adaptation can also be judged by the reasons for expulsion. So, in the first semester of 1997/98, all educational institutions of the Ministry of Internal Affairs of Russia were expelled,%:

At your own request - 46;

For negative reasons - 32;

For academic failure - 14;

For health and family reasons - 8.2

Based on these data, it can be argued that the main difficulty in adapting students is not study, not the intellectual level of development, but personal qualities: motivation, value orientations, discipline, relationships in the team, etc.

The main forms of work of a practical psychologist during the adaptation period of students are:

Individual counseling of students on their requests;

Psychocorrectional work with persons referred to the group of conditionally recommended (they make up 33%) and the group not recommended, but admitted to educational institutions (they make up 7%);

Psychological and educational work with all freshmen (about the difficulties of adaptation and ways to overcome them);

Creation of favorable social and psychological conditions in study groups;

Correct selection and appointment of junior commanders.

The adaptation of young employees and students of educational institutions is mainly completed by the end of the first year of study. This is manifested in the assimilation of basic professional techniques, methods of work and value orientations. A young employee begins to identify himself with law enforcement agencies, he has a feeling of "we", a sense of professional pride, he connects his future destiny with his career and the results of professional activity. The further process of the professional development of the individual is often carried out spontaneously, and the task of the practical psychologist and the head of the unit is to give it a purposeful character.

Personal growth and professional development of law enforcement officers. The task of the psychologist is to work with employees at all stages of their business career. Therefore, having provided psychological assistance to young employees at the stage of adaptation, it is important to exercise psychological control over their further professional development and personal growth.
Personal growth law enforcement officers is a system for the purposeful development of their socially and professionally significant qualities and skills. Personal growth is carried out primarily in the process of properly organized professional activity. Therefore, by monitoring changes in the personal potential of employees, their authority in the team, the results of professional activities, satisfaction with the service, the psychologist makes recommendations to the management to improve the organizational climate in the team and individualize management influences on specific employees.

In labor psychology, it is generally accepted that seven years in one position is already a critical period, after which the effectiveness of the activity no longer increases, the motivation of workers' work decreases, and the turnover of personnel increases. Analysis of statistical data shows that in some regions up to 70-80% of employees with up to three years of experience work in law enforcement agencies. It seems that the reason for the transition of experienced employees to other areas of activity lies not only in the low financial support of law enforcement personnel, but also in insufficient attention to the issues of personal growth and business career of mature employees.

The departure of experienced employees from service in law enforcement agencies is also associated with such a phenomenon as the "midlife crisis" 3. At the age of 35-45, people who are full of strength and energy often realize the limitations of their opportunities in a business career, the contradictions between personal beliefs and the values ​​of society; experience dissatisfaction with the standard of living and family well-being. An existential conflict arises - people lose the meaning of their previous life and try to find new life guidelines.

A practical psychologist possesses an arsenal of methods of psychotechnics of influencing employees, which can ensure their personal growth. Currently, considerable experience has been accumulated in conducting this kind of trainings 4. So, clarification of personal life plans during the training can be carried out according to the following scenario:

1.0. Self-assessment of various spheres of life.
1.1. Work:
Do I have a clear idea of ​​my work and its goals.
Does work help you achieve your life goals?
2.0. Taking into account the assessment of various areas of life, clarify your main personal goals and justify why they are important to you.
2.1. My life goals are:

*
*
*
2.2. Term of realization of my goals:
2.3. What factors contribute to the achievement of your life goals, and what hinder?
2.4. What resources do you need to use to achieve your goals?
(time, money, health, etc.).
2.6. Are you ready to engage these factors or do you need to adjust
your goals?

In the epigraph of this chapter, the uncrowned king of corporate managers, Jack Welsh, speaks to how important the process of preparing and replacing leaders is to the success of an organization. If a company vacates the president's seat and is forced to invite a specialist from outside, the latter needs 3 to 6 months to get acquainted with the affairs of the organization, from 1 to 3 years to be recognized as "his own", and from 2 to 5 years, to absorb the culture of the organization. The head of the company who worked earlier in the company does not have such problems.

Modern organizations create special systems for the selection, development and relocation of future leaders (leaders pool) and view their management as a strategically important task. It is no coincidence that the top leaders take the most direct part in this process. The system for training a reserve of managers combines three main processes:

1. identifying employees of the organization with the potential to take leadership positions;

2. preparing these employees for leadership positions;

3. Ensuring the smooth replacement of the vacated position and the approval of a new employee in it.

Most organizations, when working with a reserve of leaders, distinguish two groups - successors or substitutes and young employees with leadership potential. Each group has its own specifics, both in terms of selection and development.

SUCCESSORS or DUBLERS are candidates for certain key positions of the company who are ready for these positions at the moment or will be ready for this in the near future. Orion has identified two successors for the CEO position - a 42-year-old sales and marketing director who is ready to take on the position immediately, and a 44-year-old human resources director who will be able to take over the position in two years.

Succession training is a complex multi-stage process (see Fig. 29) that requires constant attention from senior management, human resources specialists, and support from department heads. Not all modern organizations manage this process effectively; many still solve the problem of succession in leadership promptly at the time of the release of a key position. This is not surprising, since the systematic work with the reserve requires from managers a significant investment of time, a global view, patience, and insight, which often contradicts operational objectives. However, those organizations that have learned to manage this process - General Electric, McDonald's, Hewlett Packard, the American Armed Forces, receive a tremendous return on the time and money invested in working with the reserve in the form of a painless generation change, preserving traditions and bringing fresh views that materialize in decades of success.

The first step in working with a reserve is to define the KEY POSITIONS, i.e. positions that have a particular impact on the company's activities. It is strategically important for the organization who holds these positions, since their contribution to the achievement of organizational goals is extremely high. As a rule, the key positions are the positions of the leaders of the organization (the chief executive, his direct reports, the heads of branches and divisions), but sometimes key positions can also be at the lower levels of the organizational hierarchy - a company that produces propellers for aircraft and helicopters is among the key the position of a master in aerodynamic characteristics, since the reliability of the propellers largely depends on him.

The number and specific composition of key positions depends on the size and specifics of the organization. In large international companies, their number ranges between 30 and 150 - 200.

When planning a reserve, it is necessary not only to determine which positions are key for the organization today, but also how their list will look in a year, two, five years. This is especially true in today's environment of rapid organizational change driven by competition and accelerated technological progress.

Management needs to be aware of how the organization will change over the next pet. In most cases, it is impossible to accurately determine the future structure, however, it is possible to predict which positions or at least areas will play a key role based on an analysis of the development strategy, the dynamics of the external environment, changes in competing organizations.

And finally, the last thing to do at this stage is to prepare a plan for the release of key positions. To do this, the human resources department, together with the head of the organization, must carefully analyze the current situation, taking into account the age, prospects for promotion, personal interests, health status of employees holding key positions, and determine the timing of the release of each of them. The prepared plan will form the basis for managing the training of successors.

RICE. 29. PROCESS OF PLANNING AND PREPARATION OF THE LEADERSHIP RESERVE

DEFINITION OF CHARACTERISTICS OF FUTURE LEADERS. This stage plays an extremely important role in the entire process of preparing the reserve. Indeed, without an understanding of what competencies the managers in key positions should have, the organization cannot effectively select potential successors, prepare plans for their development, and assess their readiness to take the planned position.

When planning a reserve, the portrait of a leader consists of three components: the general characteristics of the leader, the characteristics of an effective leader of a given organization, and the qualities necessary to work in a specific position.

Recently, many studies have been published on the characteristics of successful leaders. Based on these, as well as based on their own experience, many organizations have created their own portraits of the "ideal leader" (see box: Portrait of a leader).

Manager portrait (areas of competence)

Planning and decision making

Financial planning / analysis: collection, analysis and effective use of financial data; correct conclusions from the analysis of financial information; applying financial and / or accounting principles in planning and solving problems; preparation of realistic budgets for solving the problems of the organization.

Strategic thinking: analysis of the development of the situation in the long term, taking into account all the acting factors; determination of the potential impact of external forces on the organization's activities, such as: innovations in the industrial sector, competition, legislative changes, trends in the development of international relations and technological progress, which are either a threat or a favorable factor for the expansion of the organization's activities; formulation and assessment of development alternatives.

Organization

Resource allocation / control:

Providing employees with the resources and authority necessary to achieve their goals; establishing the minimum necessary controls; monitoring the results achieved, comparing them with the plan.

Organize / use time more efficiently:

Determination of personal priorities and goals corresponding to the objectives of the organization; reasonable distribution of working time; productive work with documents and effective solution of administrative issues; optimal information processing, highlighting important points without unnecessary detail; the ability to work with heavy loads.

Communication

Attention: the ability to "listen and hear" messages and perceive information.

Speeches: Prepare and deliver pre-prepared or spontaneous speeches that are relevant to the audience and topic and ensure the desired results are achieved.

Development of subordinates

Employee development: development of relevant skills and abilities among employees in accordance with specific professional needs; setting complex professional tasks; creating situations that contribute to the development of the qualities of a mentor in relation to other employees, giving employees the opportunity to take on greater responsibility.

Motivation: creating an environment that encourages people to achieve and develop their own abilities;

Encouraging employees to be energetic, enthusiastic, loyal, trustworthy and striving for excellence.

External contacts

Business relationship management: developing and maintaining constructive relationships with external and internal customers, suppliers, community and government representatives; demonstration of special attention to the client, punctuality in the supply of products and the provision of services.

Representation of the company: representing the company in relations with external organizations: government, political, public or industrial groups; understanding the impact of the organization's activities on society, economy and population; constant concern for the company's reputation.

Communication skills

Communication: the ability to effectively interact with others; the ability to seek support at any organizational level.

Conflict management: the ability to understand a variety of points of view, control of stress and crisis situations; the ability to resolve conflicts and disagreements.

Leadership

Quality: the constant manifestation and encouragement of attention to the quality of work at all levels, both within the organization and outside it; critical attitude towards results below excellent.

Achievement of results: achievement of the set goals; acceptance of a system of responsibility for results and performance of work with a sense of responsibility for labor productivity.

Change management

Ability to adapt: ​​effective work in different conditions, while performing different tasks and different degrees of responsibility; the ability to correctly and confidently solve professional problems in conditions of change, uncertainty, unfavorable situation or in any other tense situation; showing the necessary flexibility to implement the required changes.

Risk: the ability to analyze and choose a course of action that contains a certain degree of risk in the interests of the company.

Research results show that different aspects of management are important to different degrees for different organizations, so each should choose the portrait that best suits its characteristics. At the same time, most scientists agree that the characteristics of effective leaders are not invariable, but largely depend on the external environment in which organizations operate, and, accordingly, change over time. In the 60s and 70s, company leaders needed, first of all, the availability of technical knowledge in the field of the organization, the ability to make decisions, discipline, and perseverance. In the 80s, such qualities as decisiveness, toughness, practical skills in the field of finance, marketing, and sales came out on top. Today, the most important success factors are: the ability to change and manage change, thinking outside the box, communication skills, the ability to motivate highly educated employees.

Giving the portrait of the ideal leader features that reflect the specifics of the organization is an extremely important task, since the correspondence of the leader's personality to the culture of the organization is as important as having the general characteristics of an effective leader. There are many examples of outstanding executives failing miserably when switching to companies with a different culture. Therefore, the human resources department must pay special attention to those qualities that are necessary for success in a particular organizational culture.

An important source of information about the competencies that a successor should have is the current manager. His opinion should be carefully listened to and used when creating a portrait, both in terms of professional skills and general human qualities.

However, it is important to remember that we are talking about a future leader, and, therefore, he may need some other characteristics. The organization and, above all, human resources specialists must show intuition and predict what qualities the employee in this position will need in two, three, five years. Leadership training consultants with a focus on management forecasting can help solve this problem.

SELECTION OF CANDIDATES to the reserve of managers is carried out by the top management of the organization together with the department of human resources in an atmosphere of confidentiality. The selection is made in relation to a specific key position, taking into account three main criteria:

Matching the individual characteristics of the candidate with the profile of the ideal employee for the position. The simplest method for determining compliance is the peer review method, when experts (senior managers and human resources specialists) assess each candidate on all components of the portrait of the ideal employee using a standard rating scale. The integral assessment shows how close each of the candidates is to the "ideal". This method suffers from subjectivity, the degree of which can be reduced by providing the assessor with supporting materials (a detailed description of each competence and the degree of their development corresponding to each assessment) and their number is increased. The latter, unfortunately, conflicts with the principle of confidentiality, which is extremely important when working with a reserve. An alternative to this method is the method of psychological testing conducted by specialists. Testing significantly increases the objectivity of the assessment, however, it is associated with significant material costs and requires the active participation of the evaluated employees, which is not always desirable;

Results of work in the current position and in previous positions. The source of information about the results of work is the results of certification (or other types of peri-

Odic score used in the organization) and other information from the employee's personal file (data on remuneration, punishment, etc.). Sometimes a special assessment of the results of a potential successor is carried out with the participation of his leader;

The degree of readiness of the candidate. Determining the degree of readiness is the most difficult moment in the selection of candidates. Often a special flair is required here, which is developed by many years of experience. Performance and capacity assessments, often presented in a Potential-Results matrix (see Figure 30), can be used as supporting tools:

Rice. 30. POTENTIAL-RESULTS MATRIX

The general list of successors is usually confidential, only the head of the organization and the director of human resources have access to it. Some organizations inform their successors about their enrollment in the reserve for filling a certain position, others keep it secret. The advantage of the first approach is to enhance the motivation of the successor and the possibility of organizing targeted training, taking into account the opinion of the employee himself. The advantage of the second is to avoid potential conflicts between the incumbent leader and his successor and unnecessary excitement around the process of preparing the reserve.

PREPARATION OF DEVELOPMENT PLANS is carried out on the basis of comparing the characteristics of each reservist with a portrait of the ideal employee for this position. To carry out this comparison, it is necessary to evaluate the candidate according to those parameters that are critical for the given position, i.e. on the components of the portrait of the ideal employee.

There are two main methods for conducting such an assessment - testing and peer review. Testing allows for a comprehensive and fairly objective assessment of successors, however, it requires specially designed tests (for each key position), professional psychologists who can interpret their results, and a significant investment of time for the evaluated candidates. This is a complex and expensive method used by fairly large and successful organizations. The second method consists in assessing by experts the individual characteristics of the candidate for each of the components of the portrait of the ideal employee. The experts are the employees of the organization who know the successor well: his immediate supervisor, colleagues, the director of human resources. The advantage of the expert assessment method lies in its simplicity and low costs, the disadvantages are associated with the difficulty of obtaining objective assessments and maintaining confidentiality.

The result of comparing the characteristics of the successor and the ideal leader is the identification of areas of development - indicators by which the candidate does not meet the standards of the "ideal" (see the box "Portrait of a successor"). The development plan should contain specific measures aimed at bridging this gap, as well as the timing of their implementation. Development plans for each successor are prepared by the human resources department and approved by the head of the organization.

The training of successors is a special type of professional development, since it is targeted in nature (preparation for a certain position), but at the same time it can include the development of a wide variety of qualities, skills and abilities (comprehensive training of a future leader). Any means of professional development can be used to train successors, but special emphasis is placed on practical work in a targeted leadership position: internship, temporary replacement, apprenticeship.

Successor portrait

F., I., 0. Zakulo Candidate for the position of director of the association Competence assessment (1 == fully competent)

Troubleshooting 0 --- 0.55

Strategic planning ------ 0.7

Leadership ------ 0.8

Employee management ________ 0.5

Interaction with colleagues _______ 0.35

Organization and coordination 0.55

Resources

Responsibility and achievement 0.65

1. it is required to pay special attention to the effectiveness of interaction with colleagues and managers. As a means of developing this competence, the involvement of the candidate in the work of cross-functional groups, interaction with partners of the organization should be used. In November 1996, take part in an international engineering exhibition. Leader hold weekly informational meetings with the candidate;

2. to improve communication skills, attend the course "Business Communication" (April 1996), prepare a note to the General Director on the prospects for the development of the machine-building industry.

IMPLEMENTING SUCCESSOR training plans requires the involvement of three parties - the employee himself, the human resources department and the top management of the organization. Development presupposes, first of all, the active and positive participation of the successor himself - without his motivation and efforts, the most perfect preparation plan is doomed to failure. The management of the organization should be well aware that the implementation of the plan requires from the successor significant additional (in comparison with "normal" work in the position) time, intellectual and physical efforts, and deliberately motivate him to actively participate in the development program. As a rule, the most powerful motivator is the opportunity to take one of the key positions in the company in the future, but the human resources department should not forget about other interests and needs of the employee, especially if the company does not inform the successors about inclusion in the reserve. Potential motivators can be: the desire to improve in the position held, interest in acquiring new knowledge and skills, participation in the work of cross-functional groups, and the expansion of social contacts.

The success of the implementation of the development plan also depends on the leadership of the organization, including the immediate supervisor of the successor. Firstly, managers manage the resources necessary for development - they make decisions about appointment to a position, financing of a temporary team, allocation of funds for the study of a foreign language or cryogenic chemistry. Second, they largely determine how the successor's time and priorities are allocated - whether to work in a given position or prepare for a new one. And third, leaders have a direct impact on the motivation of the successor.

The role of the Human Resources Department is primarily to exercise overall control over the functioning of the succession training process and to draw the attention of senior managers to this strategically important process for the organization. Often, under the pressure of current problems, managers forget about preparing a reserve, sacrificing development plans for their subordinates in order to achieve financial or production results for the current month, quarter, year. The task of personnel management specialists is to prevent this, using all available means - persuasion (often a reminder is enough), an official appeal to a manager, an appeal to higher authorities.

EVALUATION OF DEVELOPMENT PROGRESS. Every year (more often in some organizations) the head of the organization, together with the director of human resources (sometimes with the participation of some other leaders), conducts a formal assessment of the progress of each of the successors. During the assessment, there is a detailed discussion of the successor's work in the position held, the implementation of the individual development plan, as well as an assessment of the degree of readiness to take a key position. The result of the assessment may be an adjustment to the development plan or a change in the composition of the reserve - employees who did not justify expectations may be withdrawn from it.

Appointment to office. If a key position is vacated (naturally, well in advance of its actual release), the organization's management discusses the readiness of successors and makes a decision on the appointment. In the process of preparing the decision, the head of the organization, the director of human resources, the head of the department in which the key position is vacated, other top managers and, depending on the situation, possibly the employee who is currently occupying the vacant position, take part. When determining the readiness of a successor, the results of the implementation of the development plan, work in the position held (certification), authority in the organization (among managers, colleagues and subordinates), maturity, etc. are taken into account. Although the decision to take a key position is the culmination of the entire process of preparing a successor, there are still no "scientific" methods to facilitate this decision. Knowledge of people, experience, intuition of managers determine its quality. At the same time, the implementation of constant control over the development of successors, the regular generalization of information about their achievements and shortcomings allows us to make this decision more justified.

After the appointment of a successor to a new position, the most difficult period begins - the period of adaptation. At this time, an employee working in a new position is in dire need of help (informational, organizational, moral) from managers, colleagues and subordinates. Unfortunately, many organizations underestimate the importance of such support, as a result of which the newly minted leader can lose confidence in his own strength, interest in the position and in the organization as a whole. A fairly widely used adaptation method is the "pairing" or "twins" method, in which the old and new leaders work together for a certain period of time to convey information, working methods and "little secrets". The duration of such a dual power varies from several weeks to several months or more: there are cases when the successor worked together with the leader for a year and a half.

Practice gives many examples of both successes and failures when using this method. Of course, in each case of replacement of a leader, a period of time is required during which the transfer of information by the former leader to the new one is carried out. However, the excessive duration of such a period (especially if the former leader leaves not of his own free will, mismatch of temperaments, etc.) can lead to a conflict situation and paralyze the work of the unit headed by the duet, as well as negatively affect the ability to work independently, affect the motivation of yesterday's successor and his authority in the organization. A much more effective method of adaptation is the partnership between the new manager and his immediate superior, when during a certain period (six months - one year) the manager pays special attention to the work of his subordinate, holds regular meetings, and provides direct assistance in managing the unit.

A year and a half before the retirement of the president of the European branch of an American multinational company, his successor was appointed to a specially created position of vice president. While working in this position, he was in charge of one of the regions, at the same time getting acquainted with all aspects of the president's work and carrying out his special assignments. As a result, the change of leadership was painless, the new leader was fully prepared for the job.

This approach allows a new employee to receive on a regular basis qualified assistance, information, support in the form of additional resources, patronage, advice without prejudice to his authority and status in the organization.

During the adaptation period, gaps in the qualifications of the new leader may come to light, which do not allow to effectively perform official duties. The organization must quickly fill these gaps, because otherwise the manager may develop a sense of inability to work in the position, stress, and his subordinates - distrust and skepticism.

As we know, the goal of planning and training a pool of leaders is to improve the performance of the organization in the long term. Therefore, the main criterion for assessing the effectiveness of this process is the success of the organization, that is, the degree of achievement of its goals. At the same time, there are a number of special indicators used to assess the results of work with the reserve. These indicators are, in particular:

1. the effectiveness of training leaders within the organization.

This indicator is calculated as A, = B / C x 100%, where B is the number of key positions occupied by employees from the reserve, and C is the number of key positions vacated during the period.

This indicator is compared with the indicator of hiring managers from outside, calculated as A2 = B / C x 100%, where B is the number of key positions occupied by specialists invited from outside, and C is the number of key positions vacated during the period or A2 = 1-A1 ;

2. the turnover of the reserve of managers.

This indicator is calculated as A3 = B / C x 100%,

Where B is the number of employees from the reserve who left the organization during the period, and C is the total number of employees in the reserve;

3.the average length of stay in reserve before the key occupation

Positions.

This indicator is calculated as A = B / C x 100%, where B is the number (sum) of years between enrollment in the reserve and the occupation of a key position for all employees who transferred from the reserve to key positions during the period, and C is the number of these employees;

4. readiness of the reserve.

This indicator is calculated as A = B / C x 100%, where B is the number of key positions with successors ready to take the position within one year, and C is the total number of key positions.

Succession training is an effective means of optimizing the use of the organization's personnel, recruiting and relocating management personnel, ensuring leadership continuity, and, on this basis, increasing the efficiency of the entire organization.

American researchers have come to the conclusion that the company's ability to train future leaders over a long period of time, rather than inviting existing managers, is one of the most important conditions for its long-term prosperity. Thus, since 1915, General Electric has consistently outstripped its main competitor, Westinghouse, in terms of share price growth and income. During this period, General Electric has changed 7 presidents (executives, directors), and all of them grew up inside the company, in Westinghouse - 13 managers, four of whom were invited from outside.

To have a positive impact on the results of the entire organization, work with the reserve must be built on the basis of taking into account the real needs and capabilities of the organization and, perhaps most importantly, have the unconditional support of management. Otherwise, situations arise similar to those that existed in our country in the recent past, when practically none of the official successors got to target positions. The reason for this inefficiency consisted primarily in the fact that the reserve was formed according to one criteria (formal, such as: membership in the CPSU, higher education, origin, participation in public work), and the appointment to the position was carried out according to other criteria: professional suitability, experience, skill lead, initiative, etc.

Rented for 70 points in 2017 A screenshot with a mark is attached to the work. Answers are highlighted in Worde.

1. Activities in relation to human resources, which are mainly related to the future needs of the organization are ...
compensation
consultations
relationship with trade unions
human resource planning

2. The purpose of the vocational guidance of an employee is ...
providing an employee with information directly related to work
employee qualification improvement
familiarizing the employee with the new organization and changing his behavior in accordance with the requirements and rules of the organizational culture of the new company
employee training

3. The bonus form of remuneration must be used ...
for legal requirements
periodically
in order to acquire skilled workers
throughout the employee's work in the organization

4. Creation of your own training center is advisable ...
only for large organizations working in the periphery
for any organization
for any major organizations

5. External regulations governing the organization's activities in the field of personnel management relate to ...
regulatory and methodological support
information support
instrumentation
technological support

6. The number of personnel at the enterprise should be ...
1 cadre worker for 40 personnel
1-1.5% of the total number of employees
1 cadre worker for 70 people
0.5% of the total number of employees

7. Correct management of the orientation program can have the following result: ...
decrease in staff turnover
reducing the number of errors in work
better career planning by all employees

8. Payroll costs relate to ...
cost
revenue
enterprise consumption fund
arrived

9. An interview with a candidate for a vacancy in a large organization is conducted by ...
competition commission
line manager and HR specialist
general director
line manager
HR specialist

10. The need to work as part of a team united by common goals in accordance with A. Maslow's hierarchy refers to the level of satisfaction of needs ...
the need to belong to a social group
need for self-expression
need for security
need for recognition and respect

11. The functional task of planning the needs of the organization in labor resources refers to the direction of personnel work ...
personnel planning
personnel records and reporting
formation of personnel strategy
headcount regulation

12. Development of employee motivation systems is part of the scope of responsibilities ...
development specialist
specialist in search and selection
monetary supervisor
specialist in work with social programs

13. When selecting candidates for the nomination reserve, the priority criterion is ...
necessary personal qualities, complemented by high professionalism, responsibility and loyalty
high loyalty to the employer, complemented by other qualities
high professionalism, complemented by responsibility, loyalty and appropriate personal qualities

14. For small organizations, when organizing psychological support for staff, it is advisable to navigate ...
to a combination of the above options
for the services of psychological consulting centers
for the maintenance of your own psychologist

15. The law of change of labor reflects ...
the need of employees to increase material remuneration
the need of individuals to regularly change the list of performed labor functions, the nature and place of work
the need of employees to constantly improve the quality of working life

16. Continuing education is a prerequisite ...
both retaining a job and subsequent promotion
subsequent promotion
preserving the workplace

17. The most common form of training for future middle managers is ...
on-the-job training
training in special programs in educational institutions
appointment to the position of a deputy of the relevant head
Democratic leadership style presupposes a leader's orientation towards the principle

18. Role-playing is ...
participation in solving the problem, which makes it possible to consolidate the acquired knowledge in practice in a controlled environment
discussion and solution of the problem through free association of ideas
description of specific events - real or hypothetical, that took place in the organization
solving complex economic and social problems in a staged business situation

19. The difference between a "bonus" and a "premium" is ...
in the way of determination (percentage and fixed)
in the form of payment (cash / non-cash)
in the frequency of payment

20. Order - an internal document that is signed ...
deputy heads
leaders of areas related to the content of the document
all responsible persons
the first person of the company

21. The HR strategy of the organization is defined as a set of ...
strategic goals in the personnel direction and approaches to their practical implementation
strategic goals in the personnel direction
strategic priorities in the field of work in the labor market

22. The primary responsibility for the professional guidance of an employee rests with ...
colleagues
human resources department
trade union organization
line manager

23. The systematic collection, evaluation and organization of information on activities is ...
work analysis
work description
specification
regulation
work evaluation

24. Responsible for the results of psychological adaptation of a newly hired employee is ...
head of structural unit
personnel service psychologist
direct technical manager

25. The main tasks of employee appraisal include ...
training
identification of reserves for increasing the level of employee productivity
company restructuring
control of performance and professionalism

26. With an increase in the employee's salary ...
it is possible to increase or decrease the amount of surcharge depending on its type
all surcharges will remain the same
all additional payments will decrease, as they are regressive depending on the salary
all surcharges increase accordingly

27. "Human resource management" in contrast to "personnel management" implies ...
strategic focus
regulation of relations between labor and employment at the enterprise according to the situation is NOT correct
operational focus

28. Motives of a person ...
can change under the influence of external factors
can only change under the influence of internal factors
cannot change under the influence of external factors

29. In the personal management system, the staffing table ...
can be a document of both a methodological and a directive nature, depending on the traditions prevailing in the organization
is a policy document
is a methodological (recommendatory) document

30. The main goal of the personnel development policy is ...
creating a constant interest among employees in ensuring the work results planned by the employer
ensuring that the qualification level of employees meets the requirements of the employer
full satisfaction of the organization's needs in labor resources

The plans for the development of management potential are drawn up separately for each group of personnel. Such a plan includes a range of predetermined forms and methods of training, taking into account the possibilities (financial condition, the need to improve the management structure and development of managers, the attitude of management to the development of the managerial potential of its personnel, etc.) in the organization.

The plans for the development of management capacity are the basis for the development of individual plans.

An individual managerial development plan for an employee in an organization should contain specific activities aimed at bridging the “gap” between the candidate's current potential and the potential determined by the “ideal” leader model. The stages and terms of implementation of measures for the development of a potential manager should be precisely indicated here.

The implementation of individual development plans for individual employees provides for the improvement of management potential at work and outside of work.

Planned managerial development outside of work: includes general or special development. The most common form planned general management development is training in higher educational institutions in the specialty "Management", as well as obtaining a bachelor's or master's degree in management.

Forms planned special management development training in a variety of business schools, courses for executives should be considered.

A promising new method of special development for managers is Evaluation Center , which should be understood as a set of methods and procedures for identifying and developing the managerial potential of individual employees used within a specialized independent structural unit in an organization. In modern organizations, these methods are used primarily to identify employees with leadership potential - future leaders - and their development.

Planned management development at work allows to overcome the disadvantages of the above methods of managing professional growth of managers. The main forms of development of the managerial potential of individual employees, contributing to their professional growth as managers, are: - attracting them to active social work; - involvement in the development of proposals for improving the production activities of the enterprise as a whole and on specific issues; - rotation of employees; - referrals to related organizations to study best practices; - temporary performance of a certain service role at a stage that does not have a rigid, formal fixation in the organizational structure; - organizing internships for potential managers with the leading leaders of the organization; - practical training and testing, providing for the organization of mentoring, participation in business games and solving specific case studies; - a reserve of managers for promotion; -and other.

Regardless of the choice of the form of development of managerial potential, the emphasis in working with future managers should be made mainly on improving communication, developing managerial roles in their activities, developing their position in business management. For this reason, the main teaching methods should be not so much passive methods (for example: lectures, watching videos, etc.), as active ones such as "case studies", "playing roles", "basketball basket", management games, simulation, etc. Each of the above methods is aimed at developing a specific managerial role for potential managers.

Depending on the results of assessing the progress of the development of the managerial potential of individual employees, three alternative options for their further managerial development can be adopted. First, managers who are negatively assessed for compliance with the “seven points” level can be withdrawn from the contingent of employees to develop managerial potential. Secondly, adjustments are made to the individual development plans of potential managers. Thirdly, highly valued from the contingent of potential managers, if there is a vacancy for the corresponding managerial position, are appointed to it.

For this reason, in the selection and appointment of a managerial position, it is necessary to emphasize the interest of the candidate for the position in developing their future staff and creating a stimulating atmosphere for achieving the highest performance.

Joint labor activity: concept, content, genesis of its types

Joint labor activity is a socially useful and socially significant process during which people unite and regularly interact with each other to achieve a specific goal. Economic resources are the object of joint activities. The active subject is community(association, group, team) of people who jointly realize the goal of producing goods or providing services, acting in accordance with certain rules and procedures within a certain form of ownership.

The specific characteristics of a team of workers as a subject of joint activities are:

Firstly, the presence of an organization-wide purpose of the activity;

Secondly, the existence of a division of labor based on specialization in the performance of work (labor assignments) to achieve the goal;

third, formation of the structure of power, hierarchy of powers and responsibilities;

fourthly establishing rules and procedures describing the rights, duties and functions of each member of the community, as well as rules and procedures regarding the performance of work;

fifthly, the functioning of a developed communication network;

At sixth, the distribution of workers by workplaces depending on the volume and structure of the human capital of a particular person;

seventh, formal relations between individual employees in a team are conditioned by job descriptions, contracts, obligations, etc. and are impersonal (i.e., they do not depend on who does the work);

eighth, domination of a certain form of ownership of the means of production and the results of joint activities.

Considering all of the above, associations of workers for the implementation of joint labor activities represent formal groups, those. are part of the organizational structure, due to the existing division and cooperation of labor in the organization and designed to achieve certain goals.

In the practice of Russian and foreign enterprises, three types of formal groups are actively used: leader teams, production teams, committees.

The association of workers is an inevitable and natural part of work, it is designed to fulfill the function main activity, socially integrative and managerial functions.

Bringing workers together to achieve a specific goal is not a one-time act. It is a process that encompasses a number of stages of group development: formation of a new primary group, its formation, division into "cliques", regulation of behavior, cooperation.

An organization of any size consists of a varying number of teams of workers. According to the level of cooperation, a team of workers can be structured into primary (contact) small groups, secondary and complex associations of small groups.

The methods of cooperation of the subject of joint activity, i.e. ways of creating unified organizational and economic ties and relations to achieve an organizational goal include technological type of joint activity, functional, economic, socio-psychological, formal-organizational, team.

Under effective joint action it should be understood that the interaction of members of the community with each other, which achieves the corporate goal with minimal economic, social and environmental costs and leaves each of them with a sense of satisfaction from work.

This implies the need to identify and consider factors that contribute to improving the effectiveness of the team, i.e. driving forces that contribute to the dynamics of the effectiveness of joint work and satisfaction from this work

Features of the tasks being solved... The basis for setting the goals of the team is disaggregation of the general goals of the company to the goals of individual divisions, managers. This process goes from top to bottom, starting with its top leaders. But at the same time, if this is consistent with the general management policy of the organization, a counter planning process (i.e., bottom-up proactive planning) should be envisaged.

Correctly formulated goals allow you to solve three main tasks: Firstly, enable each level of the subject of joint activities to understand their contribution to the strategic goals in the organization; Secondly, focus on joint work activities to achieve their goals; third, improve motivation in joint activities.

A promising form of disaggregating the overall goals of the firm to the goals of teams is line map of LKRO responsibility distribution... This form allows, in first, to conduct a comparative analysis of the target functions and tasks of various teams of employees. Secondly, to reveal the degree of participation of various teams in the implementation of some specific control function. Thirdly, capture both the relationship between linear and functional teams and within them. Fourth, rank the target functions of each team according to the importance and quality of work.

Features of the tasks of joint activities affect the characteristics of the association of workers: the number, their professional and qualification structure, the size of the associations of workers and the nature of social (intragroup) roles.

Forecast of the number of employees for the implementation of short-term and long-term goals assumes identifying the most significant factors affecting the number of employees and quantifying the impact of the system of factors... Ideally, all organizations should establish short-term and long-term headcount needs based on an analysis of trends in the organization's workforce, i.e. predict the total and additional needs for workers.

In this regard, various methods for calculating the demand for the required labor force - method of management judgments, methods of extrapolation and indexation. , statistical methods. . But even the most sophisticated methods are not entirely accurate: at best, they are rough estimates that can only be tested over time.

Having determined the need for workers by professions and categories, it is necessary to resolve the issue on structuring the total number of employees into primary small groups, i.e. about the level and method of staff cooperation as a complex association of workers within the organization.

When forming a primary group, it is necessary to take into account the law of "centripetal and centrifugal forces".

When structuring a team into small groups, it should be remembered that the role of pair work in a team is increasing. The strengths and weaknesses of the duo should compensate each other whenever possible. At the same time, in order to avoid conflicts in pair work, it is necessary to jointly develop a strategic action plan and share responsibilities.

For joint work activities, a direct and completely open nature of the relationship is not characteristic. Practice shows that at work, everyone prefers play a specific role (or roles) reflecting the volume and quality of his human capital.

Each team member contributes to the achievement of the organizational goal in two main areas: Firstly, he fulfills his professional (target) role (for example, an economist of the 1st category, a leading technologist, etc.); Secondly, he performs intragroup (public) role that supports and stimulates joint work in a group (workaholic, coordinator, critic, etc.).

The effectiveness of joint activities, therefore, depends on how correctly this or that association of workers realizes and adapts to the distribution of their knowledge, skills, and abilities, both in target roles and in intragroup based on organizational goals and objectives.

The effectiveness of joint work of workers depends on factors surroundings, those. from the spatial location of the organization, its status in the region and country, the role of a group of workers in the organization. These factors imply certain conditions for the implementation of joint activities and impose corresponding restrictions on freedom of activity.