Planning a professional and official career. Features of career planning at the enterprise. Career planning activities

Career planning is carried out based on the results of assessing the potential and individual contribution, the age of employees, work experience, qualifications and the availability of vacant jobs (positions).

The main task of planning and implementing a career is to perform a number of specific tasks, namely:

link the goals of the organization and the individual

to plan the career of a specific employee, taking into account his specific needs and situations

eliminate "career dead ends" in which there are no opportunities for employee development

improve the quality of the career planning process

to form visual and perceived criteria for career growth used in specific career decisions

study the career potential of employees

identify career paths that will help meet the quantitative and qualitative need for staff at the right time and in the right place.

Career planning for managers and specialists is an integral part of the company's personnel policy, which is organically included in the system of working with a personnel reserve, ensuring the development of the personality of employees, solving strategic, innovative, production, technical, managerial and social tasks.

The first step in career planning is figuring out the interests, inclinations, capabilities, and skills of the individual.

Employee wishes are not enough for successful career development, even if they take the form of a well thought out plan. Moving up the hierarchical ladder requires professional skills, knowledge, experience, perseverance and a certain element of luck.

Various methods can be used in planning and building a career.

Career planning methods:

1.Individual counseling;

2. Group session;

3. Rotation in the service;

4. Self-assessment;

5. Professional support

The most widely used is informal one-to-one counseling. Applied formal approaches, such as special seminars, various forms of self-assessment, are not so widespread.

One-to-one counseling, including test applications, interviewing, and then sequential development of individual career options by the counselor. The main goals of job promotion consultants are related to the planning of executives' careers and the implementation of these plans. Consulting helps in determining career goals and ways to achieve them, taking into account the organizational, technological, social and other characteristics of the company, career planning and the development of activities aimed at implementing plans. An important help is provided in the development of decision-making techniques associated with an increase in the number of alternative career options, due to the assimilation additional knowledge and skills, the formation of readiness for changes in the content of work. Consultants assist managers in improving self-control in the formation of their self-confidence, behavior focused on compliance with the norms, rules, procedures adopted in the company.

The main results of personal counseling on the problems of individual management activities are:

purposeful change structure of activity, methods and ways of interaction with subordinates and organizational interaction;

adaptation of managers to temporary requirements;

identification of the most "bottlenecks" in the activities and organizational steps, allowing to compensate for individual characteristics, etc.

There are several stages of consulting on the problems of managerial career:

assessment of knowledge, skills and abilities of the leader. Analysis of the features of his management activities. Psychodiagnostics.

Assessment of needs for management personnel, system environment. Analysis of the statistical patterns of building a career in a given industry, organization. Forecast of changes in the environment.

Analysis of the manager's career aspirations and setting the ultimate goal of a given time period

Definition necessary activities(training, preparation, movement, etc.), taking into account the available resources and intermediate levels of the hierarchy of the management system.

Control and correction of the plan

Positive results of consulting can be achieved under two conditions: certain preliminary research and the interest of managers to actively use the information received, to follow the recommendations of the consultants. The basis of consultation on problems management activities or career planning are psychological, social, economic research, statistical analysis, which allow you to collect and summarize information about the features of the formation of a leader, his problems. Analysis of biographical data allows you to identify critical moments in its formation, psychodiagnostic methods - to assess personal characteristics.

There are several types of consulting on the problems of the management path.

The first type is passive counseling. The leader wants to speak out on the most important problems of management activity, seeks sympathy, recognition, support. In this case, consultations take place in the form of a leader's monologue. The role of the counselor is reduced to active listening. High efficiency of passive counseling is achieved by relieving stress, realizing leaders of their own goals, problems and limitations, stimulating self-development.

The second type of counseling is targeted individual communication of the assessment results. Consultations boil down to getting the manager of additional, various information. In this case, problems arise associated with trust in the source of information, its authority for the manager. The most effective type is formative counseling in accordance with the manager's request: "Help to understand the new situation and do everything right." In this case, the goals of the consultant and the consultant are the same. Consultations of this kind have great importance for newly appointed executives, or when the system environment changes dramatically. The fourth type of counseling is corrective. It is the answer to the manager's question: "Something is wrong in my managerial activity." Correction of the existing style of management and leadership, management concept, attitudes and attitudes, acceleration of job promotion after its stabilization are the main tasks of this type of consulting.

Group session. This form does not require large material tasks, but it has a serious drawback - the lack of an individual assessment of employees.

Job rotation is a widely used method of training management personnel. By moving a grassroots leader from department to department for a period ranging from three months to one year, the organization acquaints the new leader with many aspects of the activity. As a result, the young manager understands the problems of different departments, understands the need for coordination, informal organization and the relationship between the goals of different departments. Such knowledge is also necessary for successful work in higher positions, but are especially useful for managers at the lower levels of the management hierarchy. Japanese organizations very often resort to rotation. Most important is the fact that each employee knows that throughout his career, he will move from one division of the firm to another, even located in different geographic locations. In addition, in many Japanese firms, life-long rotation extends to all employees.

Various forms of self-esteem. This is the cheapest way, however, it should be borne in mind that many workers do not have the ability for objective self-assessment. A person must determine his desires and capabilities and, through counseling, understand what kind of means he needs (education, training).

The organization, in turn, must also determine its needs and capabilities in the area of personnel policy in order to plan and provide the necessary information, as well as training and development opportunities for its employees. The combination of the personal needs of the employee and the needs of the organization can occur in various ways. The most common are informal consulting by HR managers and consulting by a direct supervisor.

Direct supervisor counseling is part of the employee assessment. The characteristic of effective job appraisal is that it allows the employee not only to understand how well he is performing, but also to see his prospects. This piques the employee's interest in planning a promotion. Leaders must be ready to give subordinates information about the needs and opportunities not only within the same area, but also in the organization as a whole.

A growing number of firms are using the services of various development assessment centers. Usually attention is paid to very capable and “fast paced” candidates. These centers identify the strengths and weaknesses of the employee with the following areas:

Problem analysis

Communication

Goal setting

Making decisions

Conflict resolution

Selection, training, motivation of employees

Employee control

Time use

Based on the results in each of these areas, the employee himself sets personal goals and promotion goals.

The prospective professional support method combines individual counseling with the economic benefits of group counseling and consists of three stages:

The consultant conducts a stationary seminar for a group of workers or an individual telephone interview if the client is alone. Its subject is the content of the concept of "career development", its goals and methods, the role of the employee in the process of career development.

The employee performs a series of tests in the form of standard self-assessment forms. They are drawn up according to a standard form and include a set of questions with some answer options. Completed forms are forwarded to the consultant.

The consultant summarizes the results of the questionnaire and prepares a detailed report for each employee. The report describes the professional knowledge and skills of the employee, his motivation, interests in the field of work and career development, their relevance business qualities, possible career directions are listed, recommendations are made on how to behave in the future, in particular, how to build relationships with superiors, what information from the report can be communicated to third parties.

Career Curves Method. A career curve is a formalized representation of what path a specialist must take in order to acquire the necessary knowledge and master the necessary skills for effective work at a specific location. Career curves allow for long-term planning of the individual advancement of employees and determine the complex of tasks performed by a given group of personnel.

The career of a leader and a specialist is a comprehensive creative and professional development of a personality in the process of activity and his official growth, based on potential opportunities, continuous education, and motivational processes. An employee's career is almost entirely dependent on his desire for its development, and the company should contribute to this if it meets his plans.

Mc Kinsey conducted an international study to evaluate the effectiveness of various personnel development methods used in companies. The main conclusion was unexpected. It turned out that people in adulthood, occupying leadership positions, learn only when they master what they cannot do. The most effective methods were:

Working in a new position with expanded responsibilities. A person makes the most qualitative breakthrough in their professional development when they are required to do something that they have never done before.

Complete reorganization of what the person leads

Participation in a large project that involves interaction with various contractors and lasts for a fairly long period of time.

Individual development plan for a person.

The development of leaders is highly positively influenced by working abroad in the same position and with the same responsibilities, but in a different national culture.

Such widespread methods as turned out to be ineffective:

Traditional professional education... The classroom programs are good for posing conceptual questions as an attempt to look at the technologies of everyday work in a different way, but they are really not very effective for the development of any skills.

Testing. It helps to identify gaps, but does not provide an opportunity to close them.

Often, an employee who does not know how to manage people is put in charge of a complex team, assuming that in a stressful situation he quickly learns to do this. It turns out that the effectiveness of this appointment is not high.

Career is the result of a person's conscious position and behavior in the field of work, associated with job or professional growth.

A person builds a career - the trajectory of his movement - himself, in accordance with the peculiarities of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes.

There are several fundamental trajectories of human movement within the profession or organization, which will lead to different types career.

Professional career- the growth of knowledge, abilities, skills. A professional career can go along the line of specialization (deepening in one chosen at the beginning of the professional path, the line of movement) or transprofessionalization (mastering other areas of human experience, rather associated with the expansion of tools and areas of activity).

An intra-organizational career is related to the trajectory of a person's movement in an organization. She can walk along the line:

· Vertical career - job growth;

Horizontal career - advancement within the organization, for example, work in different divisions one level of the hierarchy;

Centripetal career - progress towards the core
organization, control center, more and more deep inclusion,
in decision-making processes.

When meeting a new employee, the HR manager should consider the stage of the career that he is going through at the moment. This can help clarify goals. professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Imagine short description career stages with the following table:

Career stage	Age period	a brief description of	Features of motivation (according to Maslow)
1. Preliminary		Preparing for labor activity, the choice of the field of activity	Safety, social recognition
2. Becoming		Mastering work, developing professional skills	Social recognition, independence
3. Promotion		Professional Development	Social recognition, self-realization
4. Completion	After 60 years	Preparing for retirement, finding and training your own shift	Maintaining social recognition
5. Pension	After 65 years	Engaging in other activities	Search for self-expression in new sphere activities

To assess the personality traits, to optimize the choice of the field of professional activity at the beginning of the professional path, it is important to take into account the personality type of the person choosing the field of activity. The most operational for this purpose is the typology of personalities of J. Holland:

Personality type
1. Realistic	Orientation to manipulate tools and mechanisms
2. Research	Search orientation
3. Artistic	Orientation to emotional manifestations, self-presentation
4. Social	Orientation to interact with people
5. Entrepreneurial	Focus on impact on people
6. Conventional	Orientation on manipulating data, information

Choosing a career

Although, according to Holland's concept, one of the types always dominates, a person can adapt to conditions using strategies of two or more types.

The closer the orientations (sectors in the circle) to the dominant and second (third) orientations, the closer the personality types. Taking into account the content of dominant and non-dominant orientations, one can choose those activities that are closer to a person and in which he will be more successful. If the dominant and next orientations are far from each other, it is more difficult to choose a career.

Another typology that can be used to choose a career is the typology of E. A. Klimov. All activities are divided according to the subjects of labor:

Type P - "man - nature", if the main, leading subject of labor - plants, animals, microorganisms.

Type T - "man - technology", if the main, leading subject of labor - technical systems, material objects, materials, types of energy.

Rice. 1 Typology of personalities by J. Gollapd

Type H - "person - person", if the main, leading subject of labor - people, groups, collectives, communities of people.

Type 3 - "a person is a sign", if the main, leading subject of labor is conventional signs, numbers, codes, natural or artificial languages.

Type X - "person - artistic image", if the main, leading subject of labor - artistic images, the conditions for their construction.

The HR manager, as a rule, is faced with an already determined professional, but it is important to know how the person made his choice. The following main situations of choosing a profession can be distinguished:

A career stage (like a point on a time axis) is not always associated with a stage professional development... A person who is at the stage of promotion, within the framework of another profession, might not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the development phase of a professional - the periods of mastering the activity.

In accordance with the phases of development of a professional, there are:

optant (option phase). A person is concerned about the issues of choice or a forced change of profession and makes this choice. There can be no exact chronological boundaries here, as in relation to other phases, since age features are set not only by physiological, but also by multidimensional conditions of culture;

adept (adept phase). This is a person who has already embarked on the path of commitment to the profession and is mastering it. Depending on the profession, this can be a long-term or a very short-term process (for example, a simple briefing);

adaptant (phase of adaptation, habituation young specialist to work). No matter how well the process of training one or another professional in educational institution, it never fits "like a key to a lock" production work;

internal (internal phase). An experienced worker who loves his job and can quite independently, more and more reliably and successfully cope with basic professional functions, which is recognized by workmates by profession;

master (ongoing mastery phase). An employee can solve both simple and the most difficult professional tasks, which, perhaps, not all colleagues can handle;

authority (the phase of authority, like the phase of mastery, is also added to the next one). A master of his craft, already well known in the professional circle or even outside it (in the industry, in the country). Depending on the forms of certification of workers adopted in a given profession, it has certain high formal indicators of qualifications;

The phases of professional development can be represented by the following diagram:

Career planning is one of the directions personnel work in the organization, focused on determining the strategy and stages of development and promotion of specialists.

This is the process of comparing the potential, abilities and goals of a person, with the requirements of the organization, strategy and plans for its development, expressed in the preparation of a program for professional and job growth.

The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional for taking a certain position in the organization, is a careerogram, a formalized idea of which path a specialist must go in order to acquire the necessary knowledge and master the necessary skills to work efficiently at a specific location.

Career planning in an organization can be carried out by the personnel manager, the employee himself, his immediate supervisor (line manager). The main career planning activities specific to different planning subjects are presented below:

Subject of planning	Career planning activities
*Employee*	Primary orientation and career choice Choice of organization and position Orientation in the organization Assessing Prospects and Designing Growth Realization of growth
*HR manager*	Appraisal when applying for a job Definition on workplace Assessment of labor and potential of employees Selection to reserve Additional preparation Reserve work program Promotion New planning cycle
*Immediate supervisor*	Assessment of labor results Assessment of motivation Organization of professional development Incentive proposal Growth suggestions

Career conditions.

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

Among the objective conditions of a career:

The highest point of a career - the highest post that exists in
the specific organization in question;

· Career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;

Position level indicator - the ratio of the number of persons employed in the next hierarchical level, to the number of persons employed at the hierarchical level where the individual is at the moment of his career;

An indicator of potential mobility - the ratio (in
some certain period time) the number of vacancies per
the next hierarchical level to the number of persons employed at that
the hierarchical level where the individual is.

Depending on the objective conditions, an intra-organizational career can be promising or dead-end - an employee can either have a long career line or a very short one. The HR manager, already at the admission of the candidate, should design a possible career and discuss it with the candidate based on the individual characteristics and specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.

Human resource management is a necessary aspect of the activity of any organization. At each stage of an organization's development, HR managers face specific challenges.

At the stage of formation, the most important design issues organizational structure, calculation of personnel needs, analysis of activities and the formation of criteria for evaluating candidates for work. At this stage, the issues of forming a personnel strategy, personnel service and storage system and work with personal information, that is, personnel documentation. It should be noted that organizations often neglect these activities, citing the priority position of other tasks, which is unlawful.

At the stage of intensive growth, personnel management is aimed at creating staff- attracting and hiring candidates, evaluating and adapting newcomers. It is at this stage that the corporate culture of the organization is formed, that is, a special intra-organizational atmosphere. The corporate culture fixes the main tasks of internal integration, that is, creating the integrity of the organization.

The stabilization stage is characterized by the diversification of production, the search for new market segments, and the search for ways to reduce costs. This also applies to the personnel department, so all the activities that it conducts are aimed at efficiently using personnel. At the stage of stabilization, the most significant issues are the assessment and intensification of labor, certification of personnel, the formation of a personnel reserve, and the development of a labor incentive system.

A decline in an organization may be due to a crisis of growth, a crisis of maturity, or the crisis itself. The recession stage requires work to reduce personnel, assess human resources and develop a personnel restructuring program. It is very important in this situation to orient employees to change.

The process of absorption of one organization by a larger one is dangerous in that the staff may be in opposition to the new manager, therefore, it is very important to take a number of measures to prevent this.

Business career and service and professional advancement play an essential role in personnel management... Promotional management should begin as soon as a new employee is hired into the organization. Planning and control business career consists in the fact that from the moment the employee is admitted to the organization and until the alleged dismissal, his systematic horizontal and vertical promotion through the system of positions or jobs should be organized.

Distinguish between professional and intra-organizational careers. It is necessary to know the essence of each type of career, goals, opportunities for implementation in a particular organization, the conditions of their interaction, the principles of organizing career management, as well as methods (tools) of career management.

You should also understand the essence of the main stages of a business career: preliminary, stage of formation, promotion, retention, completion and retirement stage of a career.

The process of planning a business career is closely related to the formation of a personnel reserve, the purpose of which is to predict the sequence of personal promotions, transfers and dismissals of specific employees. Personnel reserve plans are drawn up in the form of replacement schemes for managerial positions in the organization. In other words, a substitution scheme is a variant of an organizational structure development scheme focused on specific individuals with different priorities. Replacement schemes are developed by personnel management services. It is necessary to pay attention to the main stages of the formation of the personnel reserve, the criteria for the selection of candidates for the reserve, the sources of the formation of the reserve, the internship and its organization, the duties of the trainee and his manager.

When studying the problems of staff release, one should, first of all, pay attention to the fact that working with dismissed employees in modern organizations is a very significant (both from production and from personal points of view) function, supported by a well-developed organizational mechanism for its implementation. Planning the release of personnel is considered as an integral part of personnel planning and, along with the termination of recruitment for vacant jobs, timely movements and retraining of personnel, allows flexible regulation of the intra-organizational labor market.

The planning of work with leaving employees is based on the classification types of layoffs depending on the degree of voluntariness of employees leaving the organization (dismissal at the initiative of the employee, dismissal at the initiative of the employer, retirement). The main task of personnel management services when working with dismissed employees is to mitigate the transition to a different production, social, personal situation as much as possible, and to identify the real reasons for dismissal.

When employees leave on their own initiative, an important management tool is the "final interview", during which the leaving employee is asked to name the true reasons
layoffs, evaluate various aspects of production activities (psychological climate, management style, growth prospects,
objectivity of business assessment, remuneration, etc.). The main goals
"Final interview" are: analysis of "bottlenecks" in the organization, an attempt, if necessary, to influence the employee's decision
about dismissal, remove mutual claims.

When an employee is dismissed on the initiative of the administration (due to staff reductions, closure of organizations, etc.), it is advisable to implement a set of measures in order to overcome the problems arising during dismissal. The main emphasis should be
be done on the transfer of messages to the employee about dismissal and consultations on a new vocational orientation, the search for a new job.

Human Resources Shevchuk Denis Alexandrovich

8.5. Career planning

Career- This is the result of a person's conscious position and behavior in the field of work, associated with job or professional growth.

Career types and stages

There are several fundamental trajectories of a person's movement within a profession or organization that will lead to different types of careers.

Professional career - growth of knowledge, abilities, skills. A professional career can go along the line of specialization (deepening in one chosen at the beginning of the professional path, the line of movement) or transprofessionalization (mastering other areas of human experience, rather associated with the expansion of tools and areas of activity).

Intra-organizational career- is related to the trajectory of a person's movement in the organization. She can walk along the line:

Vertical career - job growth;

Horizontal career - advancement within the organization, for example, work in different departments of the same hierarchy level;

Centripetal career - advancement to the core of the organization, the center of control, ever deeper involvement in decision-making processes.

When meeting with a new employee, the HR specialist should consider the career stage that he is going through at the moment. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Let us present a brief description of the career stages with the following table:

Choosing a career

Although, according to Holland's concept, one of the types always dominates, a person can adapt to conditions using strategies of two or more types.

The closer the orientations (sectors in the circle) to the dominant and second (third) orientations, the closer the personality types. Taking into account the content of dominant and non-dominant orientations, one can choose those types of activity that are closer to a person and in which he will be more successful. If the dominant and next orientations are far from each other, it is more difficult to choose a career.

Another typology that can be used for career selection purposes is the typology of E.A. Klimov. All activities are divided according to the subjects of labor:

Type P -“Man is nature” if the main, leading subject of labor is plants, animals, microorganisms.

Type T -“Man - technology”, if the main, leading subject of labor - technical systems, material objects, materials, types of energy.

Rice. 8.3. J. Holland's personality typology

Type H - “Person - person”, if the main, leading subject of labor is people, groups, collectives, communities of people.

Type Z - “Man is a sign” if the main, leading subject of labor is conventional signs, numbers, codes, natural or artificial languages.

Type X - “A person is an artistic image,” if the main, leading subject of labor is artistic images, the conditions for their construction.

A HR specialist, as a rule, is faced with an already determined professional, but it is important to know how the person made his choice. The following main career choice situations:

A career stage (like a point on a time axis) is not always associated with a professional development stage. A person who is at the stage of promotion within the framework of another profession may not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the development phase of a professional - the periods of mastering the activity.

In accordance with the phases of development of a professional, there are:

optant(option phase). A person is concerned about the issues of choice or a forced change of profession and makes this choice. There can be no exact chronological boundaries here, as in relation to other phases, since age characteristics are set not only by physiological, but also by multifaceted cultural conditions;

adept(adept phase). This is a person who has already embarked on the path of commitment to the profession and is mastering it. Depending on the profession, this can be a long-term or a very short-term process (for example, a simple briefing);

adaptant(phase of adaptation, getting used to work by a young specialist). No matter how the process of training one or another professional in an educational institution is adjusted, it never fits “like a key to a lock” in production work;

internal(internal phase). An experienced worker who loves his job and can quite independently, more and more reliably and successfully cope with basic professional functions, which is recognized by workmates by profession;

master(ongoing mastery phase). An employee can solve both simple and the most difficult professional tasks, which, perhaps, not all colleagues can handle;

authority(the phase of authority, like the phase of mastery, is also added to the next one). A master of his craft, already well known in the professional circle or even outside it (in the industry, in the country). Depending on the forms of certification of workers adopted in a given profession, it has certain high formal indicators of qualifications;

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

The phases of professional development can be represented by the following diagram:

Career planning - one of the directions of personnel work in the organization, focused on determining the strategy and stages of development and promotion of specialists.

The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional for taking a certain position in the organization, is careerogram, a formalized idea of what path a specialist should go in order to acquire the necessary knowledge and master the necessary skills for effective work at a specific place.

Career planning in an organization can be carried out by a personnel specialist, the employee himself, his immediate supervisor (line manager). The main career planning activities specific to different planning subjects are presented below:

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

Among the objective conditions of a career:

The highest point of a career is the highest position that exists in a particular organization in question;

Career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;

Position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is at the moment of his career;

The indicator of potential mobility is the ratio (in a certain period of time) of the number of vacancies at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is located.

Depending on the objective conditions, an intra-organizational career can be promising or dead end- an employee can either have a long career line or a very short one. The HR specialist, already at the admission of the candidate, should design a possible career and discuss it with the candidate based on the individual characteristics and specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.

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Career management is a scientifically grounded rational determination of the timing of occupying positions, taking into account the wishes and capabilities of employees. This is the management of the development of personnel in the direction necessary for the organization.

The main task of career planning and development is to ensure interaction between professional and intra-organizational careers.

In many firms, career planning is a must. It consists in defining goals and paths leading to their achievement. Career development refers to the actions that an employee takes to implement his plan.

Business Career Management Rules represent the principles of the individual's behavior in planning and implementing career development.

To effectively manage your business career, you need to compile personal plans... The personal life plan of a career has three main sections: assessment life situation, setting personal career goals and private goals and action plans.

Career development creates certain benefits for the employee and for the organization: for the employee - job satisfaction, increased competitiveness in the market, the ability to plan professional growth, and high employee loyalty, reduced staff turnover and increased productivity there - for the organization.

Within the framework of the personnel management system, a block is being formed business career management functions, which are performed by: directorate, personnel management service, heads of functional divisions, consulting centers, trade union committees.

Career planning- is the management of personnel development in the direction necessary for the organization, characterized by drawing up a plan for the horizontal and vertical advancement of the employee through the system of positions or jobs, starting from the moment the employee is accepted into the organization and ending with the alleged dismissal from work.

In the planning process, three sides are taken into account: the employee-nickname is responsible for his own career; manager - being a mentor of an employee; Department human resources- managing the process of developing an employee's career in the organization.

Career planning benefits:

1) a higher degree of satisfaction from work in the organization;

2) increasing material well-being and living standards;

3) a clearer vision of personal professional prospects and the ability to plan other aspects of their own life;

4) the possibility of purposeful preparation for future management activities;

5) increasing competitiveness in the labor market.

Career Planner- This is a specialist in the personnel management service who draws up schedules for the official promotions of employees up to retirement. The schedule includes: increase wages, raising the educational level, retention of qualifications, retraining.

There are several stages of career planning management:

1. Training a new employee based on the planning and development of his career.

2. Development of a career development plan. At the same time, the employee defines his needs, designates the positions that he would like to take, and correlates them with the capabilities of the company.

3. Implementation of a career development plan, which depends on:

Work reserve in the position held;

Professional and individual development;

Effective partnership with the manager;

A prominent position in the organization.

4. Evaluation of the achieved result. As a rule, it is held once a year. Based on the assessment results, the career development plan is adjusted.

The career development process is determined by the following indicators:

Staff turnover. Personnel turnover is understood as the movement of the labor force caused by the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee;

Promotion in position;

Occupation of vacated key positions;

Conducting surveys of employees involved in career planning and development.

Career planning is a reflection of organization's career planning. Careerogram is a graphical description of what should or is happening to people at different stages of their careers. Career programs for specialists and managers, as a rule, are based on the results of special scientific research in interested organizations. Career planning is an individualized process, since each person has his own system of values, interests, work and personal experience.

Business career management is a set of activities carried out personnel service organization, on planning the organization, motivating and monitoring the employee's career, based on the goals, needs and capabilities of the organization and the employee himself.

Business career management activities increase employee loyalty to the interests of the organization; increase labor productivity; reduce staff turnover and more fully reveal human abilities.

Career management mechanism personnel - a set of means of influence and personnel technologies that ensure the management of the professional experience of personnel in the organization, the implementation of its career strategy.

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

One form of career planning is the lifelong recruitment system common in Japan. This system emerged after the Second World War and proved its viability and efficiency. The essence of the system is that a person, having received an education, goes to work in a company and works there until retirement. During this time, an employee can change several jobs, change the field of activity, advance in the service - and all this within the framework of one company.

The Japanese firmly adhere to the opinion that a manager should be a specialist capable of working in any part of the company, and not perform any particular function. Climbing the career ladder, a person should be able to look at the company with different sides without staying in one position for more than three years. Many Japanese executives worked in trade unions early in their careers. As a result of this policy, the Japanese leader possesses a much smaller amount of specialized knowledge, which in any case will lose its value in five years, and at the same time has a holistic view of the organization, supported by personal experience.

On the river, this is the only way to make the kettle boil.
If he notices that you are looking forward to it, he will not even make a noise.
You better step back and start eating like you do
do not want tea. You shouldn't even look at the kettle. Then you
soon you will hear how he gurgles, as if begging you to make tea as soon as possible.

Speaking loudly can help you if you are in a hurry. each other,
that you do not feel like tea at all and that you will not drink it.
You go up to the kettle so that he can hear you, and shout: “I don't want tea!
And you, George? " And George replies: "No, I don't like tea, we'd better drink lemonade."

Jerome K. Jerome. Three in a boat

Career- This is the result of a person's conscious position and behavior in the field of labor activity, associated with job or professional growth.

Career types and stages

There are several fundamental trajectories of a person's movement within a profession or organization that will lead to different types of careers.

Intra-organizational career- is related to the trajectory of a person's movement in the organization. She can walk along the line:

vertical career - job growth;
horizontal career - advancement within the organization, for example, work in different departments of the same hierarchy level;
centripetal career - advancement to the core of the organization, the center of control, ever deeper involvement in decision-making processes.

When meeting a new employee, the HR manager should consider the stage of the career that he is going through at the moment. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Let us present a brief description of the career stages with the following table:

Career stage	Age period	Brief characteristic	Features of motivation (according to Maslow)
*Preliminary*		Preparation for work, the choice of field of activity	Safety, social recognition
*Becoming*		Mastering work, developing professional skills	Social recognition, independence
*Promotion*		Professional Development	Social recognition, self-realization
*Completion*	After 60 years	Preparing for retirement, finding and training your own shift	Maintaining social recognition
*Pension*	After 65 years	Engaging in other activities	Search for self-expression in a new field of activity

Personality type
*Realistic*	Orientation to manipulate tools and mechanisms
*Research*	Search orientation
*Artistic*	Orientation to emotional manifestations, self-presentation
*Social*	Orientation to interact with people
*Entrepreneurial*	Focus on impact on people
*Conventional*	Orientation on manipulating data, information

Choosing a career

Although, according to Holland's concept, one of the types always dominates, a person can adapt to conditions using strategies of two or more types.

The closer the orientations (sectors in the circle) to the dominant and second (third) orientations, the closer the personality types. Taking into account the content of dominant and non-dominant orientations, one can choose those types of activity that are closer to a person and in which he will be more successful. If the dominant and next orientations are far from each other, it is more difficult to choose a career.

Another typology that can be used for career selection purposes is the typology of E.A. Klimova... All activities are divided according to the subjects of labor:

Type P -“Man is nature” if the main, leading subject of labor is plants, animals, microorganisms.

Type T -"Man - technology", if the main, leading subject of labor - technical systems, material objects, materials, types of energy.

Rice. 8.3. J. Holland's personality typology

Type H - “Person - person”, if the main, leading subject of labor is people, groups, collectives, communities of people.

Type Z - “Man is a sign” if the main, leading subject of labor is conventional signs, numbers, codes, natural or artificial languages.

Type X - “A person is an artistic image,” if the main, leading subject of labor is artistic images, the conditions for their construction.

The HR manager, as a rule, is faced with an already determined professional, but it is important to know how the person made his choice. The following main career choice situations:

A career stage (like a point on a time axis) is not always associated with a professional development stage. A person who is at the stage of promotion within the framework of another profession may not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the professional development phase - the periods of mastering the activity.

In accordance with the phases of development of a professional, there are:

master(ongoing mastery phase). An employee can solve both simple and the most difficult professional tasks, which, perhaps, not all colleagues can handle;

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

Career planning - one of the areas of personnel work in the organization, focused on determining the strategy and stages of development and promotion of specialists.

The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional for taking a certain position in the organization, is careerogram, a formalized idea of what path a specialist should go in order to acquire the necessary knowledge and master the necessary skills for effective work at a specific place.

Subject planning	Events career planning
Employee	Primary orientation and career choice Choice of organization and position Orientation in the organization Assessing Prospects and Designing Growth Realization of growth
HR manager	Appraisal when applying for a job Appointment to the workplace Assessment of labor and potential of employees Selection to reserve Additional preparation Reserve programs Promotion New planning cycle
Immediate supervisor (line manager)	Assessment of labor results Assessment of motivation Organization of professional development Incentive suggestions Growth suggestions

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

Among the objective conditions of a career:

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

Depending on the objective conditions, an intra-organizational career can be promising or dead end- an employee can either have a long career line or a very short one. The HR manager, already at the admission of the candidate, should design a possible career and discuss it with the candidate based on the individual characteristics and specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.