Regulations on employee career growth example. Employee career: how to support employees in their development. How to support employees during a career breakthrough

Career planning consists of determining the goals of an employee’s professional development and the paths leading to their achievement. The implementation of a career development plan presupposes, on the one hand, the professional development of the employee, i.e. acquiring the qualifications required to occupy the desired position, and on the other hand, consistently occupying positions in which experience is necessary for success in the target position. Employee career planning is an integral part of personnel management in an organization. There are two types of careers:

• -- professional;
• - intra-organizational.

A professional career is characterized by the fact that a particular employee goes through various stages of development during his working life: training, entry into work, professional growth, support of individual professional abilities and, finally, retirement. An employee can go through these stages sequentially in different organizations.

An intra-organizational career covers a successive change of stages of employee development in one organization. She may be:

• - vertical - rise to a higher level of the structural hierarchy;
• -- horizontal -- moving to another functional area of ​​activity or performing a certain official role at a level that does not have a strict formal fixation in the organizational structure (for example, fulfilling the role of head of a temporary task force, program, etc.). A horizontal career can also include expanding or complicating tasks within the level occupied in the organization’s hierarchy;
• - centripetal - movement towards the core, the leadership of the organization, for example, inviting an employee to previously inaccessible meetings, meetings of both a formal and informal nature; gaining access to informal sources of information; confidential requests, fulfillment of certain important instructions from management.

Career plans are often developed in graphical form. Planning for occupying positions is carried out in the form of succession planning and planning for occupying positions.

Employees of the HR Directorate play the role of a professional consultant and at the same time carry out general management of the career development process in the company. The company employs quite a lot of specialists who have risen from ordinary positions to department heads.

At the Nizhny Novgorod company, candidates are introduced to career opportunities when applying for a job. One of the motivating factors when deciding to apply for a job is the opportunity to make a career in the company. For key positions that are always in demand, career plans have been developed that can be used to track the path to leadership positions. Two vacancies that are constantly open in the company are a sales consultant for new cars and a hall administrator. Applicants, having familiarized themselves with career plans, see real paths that lead to company management. Below are two plans for the hottest jobs.

"Personnel officer. Personnel records management", 2010, N 7

Promotion, vision of career development prospects, understanding of current and future goals of work strengthen the employee’s work motivation. Consolidating the conditions and rules for career advancement of employees in the company is possible thanks to the development and approval of the corresponding local act - regulations on business careers. The procedure for developing its content is described in the article.

Job satisfaction as an evaluative and emotional attitude of an individual or a team to the work performed and the conditions for its progress is formed due to the interrelation of private satisfaction with individual aspects of work life: satisfaction with the organization, content and productivity of work, decent working conditions, satisfaction with the quality of working life, remuneration, relationships in team, etc.

It is also possible to increase job satisfaction through business career management tools.

Career Regulations are a document regulating the process of career management at an enterprise or organization.

In the career regulations, the personnel department determines the procedure for managing the business career of specialists and company managers. Business career management is a set of measures for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on the goals, needs, opportunities and socio-economic conditions of the company. In this article we will look in detail at how to draw up a career statement using the example of an already created document for one large personnel holding company.

The structure of the career regulation must correspond to the company’s personnel strategy and take into account the personal goals of each employee, on the basis of which activities are developed to promote the development of the employee’s career in the right direction.

This provision defines:

• principles of managing the company's business career;
• business career management tools;
• the procedure for individual development of a company employee;
• the procedure for forming and developing the company’s personnel reserve;
• completion of an individual career coaching program for senior managers, as well as
• regulates the responsibilities of the parties when organizing the career management process.

The functions of this document are:

• optimization of personnel career management technology in the company;
• detailing, systematization and specification of the career management scheme;
• establishing a step-by-step algorithm for career management and identifying those responsible for each stage.

Section 1. General provisions

The "General Provisions" establish:

• the legislative framework that formed the basis for the development of the document;
• main objects of regulation;
• the purpose of creating a career regulation;
• Responsible persons are determined.

Example text for section 1

These Regulations have been developed in accordance with current legislation and the policy of XXXXX LLC (hereinafter referred to as the Company) in the field of personnel management.

These Regulations determine the procedure for managing the business career of the Company’s specialists and managers. Business career management is a set of measures for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on the goals, needs, opportunities and socio-economic conditions of the Company.

This Regulation regulates the following issues:

• principles of managing the business career of the Company’s employees;
• the procedure for conducting career discussions with Company employees;
• organization of mentoring in the Company;
• the procedure for developing individual career plans for the Company’s employees;
• formation and training of the Company’s personnel reserve;
• distribution of duties and responsibilities for managing a business career among the Company’s managers.

This Regulation applies to all divisions of the Company.

The creation of a system for managing the business career of the Company’s employees is carried out in order to:

• reducing concerns and uncertainty among new employees;
• reducing staff turnover;
• increasing the loyalty of working personnel;
• increasing work motivation among employees;
• reducing the number of conflict situations in the Company;
• increasing the efficiency of using the Company’s human resources.

Facilitating the planning and implementation of the business career of the Company’s employees is the responsibility of each current senior and middle manager of the Company’s management.

The Company's personnel department coordinates all types of activities for planning and implementing the business career of the Company's employees, and also provides methodological assistance to the Company's divisions on all issues related to the planning and implementation of the business career of employees.

In the structural divisions of the Company, the heads of the structural divisions of the Company are responsible for implementing measures to manage the business career of employees.

Section 2. Principles of managing the business career of employees

Among the numerous factors influencing the solution to the main problem (improving the management of a business career in a company), the most significant are the following:

• relative “youth” of the organization (6 years); this is also the reason for the increased influence of many other factors;
• most of the team are young (under 30 years old) workers, which, on the one hand, makes the task easier (excellent perception of innovation), on the other hand, complicates it (the staff is very mobile, “fluid”, sensitive to career issues);
• the specificity of the organization's activities is IT, therefore the staff must have high creative potential and be able to develop it (this is especially true for such a department as the editorial office of a magazine); in addition, the information technology market, in principle, does not allow the inertia of the organization, and here, as already noted, the struggle for qualified employees takes on particularly serious proportions;
• the specifics of the company’s organizational culture - the organization is in a transitional stage, from a compact “family-type” company to an organization with more or less formalized processes;
• heterogeneous personnel structure by professional area: there are specialists in sales, finance, IT, marketing, journalists and several other categories;
• relatively “flat” organizational structure, i.e. At the moment, there are two or three levels of management in the company (general director - director of the area - and - in some cases - head of a group, department or project).

Taking these factors into account, the general director of the company, together with the HR manager, formulated the principles for improving the career management system (hereinafter referred to as the CC):

• The management system must be flexible, i.e. work in relation to an employee of any category present in the company, but at the same time have the potential for maximum specification for a specific group, position or person;
• The management system must be innovative, i.e. take into account the latest trends in the field of personnel management and further improve taking them into account;
• The management system must be universal, i.e. provide for the possibility of both horizontal and vertical advancement, a combination of the first and second, and also provide a comfortable environment for those employees who are completely satisfied with their current position, successful within it and do not plan for further development throughout the organization;
• the management system must take into account the interests of both parties (organization and employee);
• the management system must be interconnected with other subsystems of the management system;
• the management system should be logical, in no case discrete, that is, it should work throughout the entire period of an employee’s stay in the organization - from the first interview at the selection stage to dismissal;
• the management system must be effective; The organization needs a real solution to the problem of managing the business career of its staff, and not a set of relevant documents for show.

Example text for section 2

2.1. The business career management system applies to any employee category available in the Company.

2.2. The business career management system must take into account the latest trends in the field of personnel management and be constantly improved to take them into account.

2.3. The business career management system allows for the possibility of horizontal and vertical advancement of employees, and also provides a comfortable environment for employees who do not plan to further move within the Company.

2.4. The business career management system takes into account the interests of both the Company and the employee.

2.5. The business career management system operates in constant relationship with the management system of the organization as a whole.

2.6. The business career management system operates throughout the entire period of an employee’s employment with the Company.

Section 3. Procedure for career interviews with employees

Individual career planning should begin with self-assessment, the goal of which is self-knowledge (the term "self-determination" is often used), which is a key factor for success. However, adequate self-assessment is often impossible without outside help, therefore, along with tests that help assess personal and behavioral characteristics, individual career conversations should be used at each stage of assessment. The most important type of such conversation is the conversation during selection (interview) - it is at this moment that the employer and the future employee determine common interests and the possibility of their implementation.

The conversation should be initiated primarily by the employee’s mentor and the HR manager. The immediate supervisor may also take part in the conversations. It is also recommended to involve external specialists - coaches; this method is especially relevant for self-assessment of top managers.

During a career conversation, the following principles should be followed:

• faith in the employee's abilities. The mentor's faith in his subordinates can significantly increase their motivation; employees will try to justify the trust placed in them;
• the principle of unity and interconnection. To solve the problem of self-determination, it may be necessary, for example, to work through personal problems;
• principle of equality. A relationship of partnership and communicative equality should be formed between the employee and his mentor;
• principle of openness. Conversations are most effective when the participants are as open as possible;
• lack of ready answers. The purpose of the conversation is to encourage the employee to independently solve the problem of self-determination, and not to offer a ready-made development plan.

Conversations, as mentioned above, are conducted at almost all stages of planning an employee’s business career. In table 1 shows the main types of conversations that are planned to be used at XXXXX LLC.

Table 1

Conversations with employees about careers

Any conversation should cover issues related to:

• the employee's long-term goals;
• employee's short-term goals;
• goals related to building a business career;
• expectations from a business career in the company;
• employee capabilities;
• employee concerns.

Specific questions depend on the leader of the conversation, the personality of the employee himself, the situation, the type of conversation (when hiring, when enrolling in the personnel reserve, etc.).

Example text for section 3

3.1. The most important stage in planning an employee’s business career is his self-esteem. The main tool for promoting effective employee self-esteem is individual career conversations.

3.2. Career conversations are held:

• when selecting candidates;
• after making a decision to hire an employee;
• at the end of the probationary period or after 3 months from the date of execution of the employment contract, if the employee was hired without a probationary period (when developing an individual development plan - see Section 5 of these Regulations);
• when an employee is included in the list of candidates for the personnel reserve (see Section 6 of these Regulations);
• when an employee is included in the personnel reserve (in the process of finalizing the individual development plan - see Section 5 of these Regulations);
• at the request of an employee - unscheduled, by agreement with the person in charge.

3.3. Any career conversation covers issues related to:

• with the employee’s long-term and short-term goals;
• with the employee’s expectations from a business career in the Company;
• with the employee's capabilities;
• with employee concerns.

A specific list of questions is developed by the conversation leader, taking into account the recommendations of the HR manager.

Section 4. Procedure for organizing mentoring of employees

From the first day of work, an employee is assigned a mentor - a more experienced employee who supervises the development processes of a subordinate or colleague, incl. business career planning, adaptation and training of the mentee.

The mentor takes an active part in conducting assessment conversations and conversations on the mentee’s career, is responsible for the timely and complete completion of the individual career plan by the employee, participates in the assessment of the employee when promoting him to the personnel reserve, provides all possible support in the speedy adaptation of the new employee, his orientation in organization, mastering functions, advises on issues of organizational culture, functional relationships existing in the organization, on issues of development, business career, etc.

The presence of a mentor “fixes” a new employee in the organization, reduces the feeling of uncertainty, promotes the formation of loyalty to the organization, and increases motivation.

One mentor can supervise up to 5 people. Due to the great responsibility entrusted to mentors, a number of requirements are imposed on them:

• age - at least 24 years;
• higher education;
• Experience in your functional area - from 3 years.

If the necessary conditions are met and neither party objects, the mentor status is assigned to the new employee’s immediate supervisor. Otherwise, the mentor becomes an equal in hierarchy, but more experienced employee. In exceptional cases, mentoring by a higher-ranking manager or a manager from a related department is possible.

At the request of the mentor or his mentee, as well as in the event of dismissal of the mentor, the employee may, by decision of the general director, have a replacement mentor. Moving a mentor to another position cannot serve as an independent factor in replacing a mentor.

Example text for section 4

4.1. An employee’s mentor is an employee of an organization who provides assistance and support to this employee during adaptation to the organization, planning a business career, drawing up and implementing an individual development plan, etc.

4.2. The mentor is assigned to the employee when the Company hires the employee.

4.3. The following requirements are imposed on the mentor:

• age - at least 24 years;
• higher education;
• experience in an organization - from 1 year;
• Experience in your functional area - from 3 years;
• one mentor can supervise up to five people.

4.4. If the necessary conditions are met and there are no objections from the parties, the status of mentor is assigned to the immediate supervisor of the new employee. Otherwise, the mentor becomes an equal in hierarchy, but more experienced employee. In exceptional cases, it is possible to appoint a mentor from higher-ranking managers or from heads of other departments.

4.5. At the request of the mentor or his mentee, as well as in the event of dismissal of the mentor, the employee may, by decision of the general director, have a replacement mentor. Moving a mentor to another position is not a sufficient reason to replace the mentor.

4.6. The mentor of new employees holding positions as members of the Board of Directors (sales director, marketing director, development director, IT director, financial director, chief accountant), as well as HR manager, is the General Director.

Section 5. Procedure for developing an individual employee development plan

An individual employee development plan (IDP), or an individual career plan (IPC), is a document containing a description of the employee’s goals regarding his career and professional advancement for a long period (up to 5 years), as well as the measures that he must take to achieve these goals. The IPR allows you to systematize information about the development of an employee; it is necessary for monitoring and accounting for measures to work with the personnel reserve and the development of each specific employee. The implementation of IPR is an indicator of the effective performance of not only the employee himself, but also his managers and evidence of the level of development of the business career management system throughout the organization.

The company's personnel service may decide to draw up an IPR for each employee hired by the organization and successfully completed the probationary period (or after 3 months of work in the company, if the employee was hired without a probationary period). An individual development plan is drawn up by the employee personally with the participation of a mentor, agreed upon by the HR manager and signed by the department director or general director. After the first year of work in the organization, the employee can be enrolled in the personnel reserve - then his IPR becomes the basis for the IPR of the reservist, which is approved by the General Director.

The IPR must contain:

• brief personal information about the employee;
• name and position of the mentor and supervisor;
• brief information about movements within the company;
• information about the position being filled;
• information about the employee’s goals regarding career and professional growth;
• information about existing competencies, the degree of their development (based on the assessment carried out by the organization) and the need for their further development to achieve the next stage of their business career;
• information on the implementation of the plan at the end of the reporting period (year);
• other information necessary for planning the employee’s career.

Example text for section 5

5.1. Individual development plan (individual business career plan) is a document containing the goals and objectives of an employee’s development, a plan of development activities for a certain period and an assessment of the results of its implementation (see Appendix 1 to these Regulations).

5.2. An individual development plan is drawn up by the employee after 3 months from the date of hire or at the end of the probationary period together with his mentor and agreed with the personnel department.

5.3. The plan is reviewed annually. It is possible to make early adjustments to the plan at the request of an employee. Early revision of the plan is also carried out if an employee is included in the Company’s personnel reserve. The finalized plan for an employee included in the personnel reserve is approved by the General Director.

Section 6. The procedure for the formation and development of the personnel reserve

The presence of a personnel reserve allows you to prepare candidates for newly created and vacant positions in advance on a planned basis, according to a scientifically and practically sound program, effectively organize training and internships for specialists, and rationally use them at various levels in the management system.

Contributing to the formation and development of a personnel reserve for relevant positions in the organization should be the responsibility of every current senior and middle management manager.

Section is devoted to the regulation of issues related to the structure of the company's personnel reserve, the principles of selecting candidates for the personnel reserve, the procedure for forming the personnel reserve, etc. 6 "Regulations on personnel careers".

Example text for section 6

6.1. Personnel reserve is a group of experienced, qualified employees who have undergone pre-selection, special training and are internal candidates to fill vacancies of higher management positions in the Company.

6.2. Filling leadership positions with internal candidates has the following advantages:

• the adaptation time for a new employee to a position is reduced;
• continuity of corporate culture is maintained;
• the loss of highly qualified Company employees caused by the lack of prospects for career and professional growth is reduced.

6.3. Candidates of the Company's employees included in the Company's personnel reserve are considered first when announcing a competition for a vacant position.

6.4. Structure of the personnel reserve.

6.4.1. The Company's personnel reserve is divided into:

• Level 1 reserve (top management);
• Level 2 reserve (middle management, lower management, highly qualified specialists).

6.4.2. In the process of developing the career of a Company employee, it is possible for him to move from one type of personnel reserve to another (with an increase in level).

6.5. General principles for selecting candidates for the Company’s personnel reserve.

6.5.1. The selection of Company employees for inclusion in the Company's personnel reserve is based on a comprehensive professional and psychological assessment of candidates.

6.5.2. A candidate for admission to the Company's personnel reserve must fully meet the qualification requirements of a position in the personnel reserve or must be able to achieve compliance with these requirements as a result of individual training.

6.5.3. When selecting an employee for inclusion in the personnel reserve, education, work experience in the Company, potential opportunities for growth, business and personal qualities are taken into account.

6.5.4. A candidate for inclusion in the Company's personnel reserve must work effectively in his position, demonstrate good work results and have the potential to perform more complex and responsible work.

6.5.5. A candidate for admission to the Company’s personnel reserve must have the following abilities, personal and social-behavioral characteristics:

• a fairly high level of development of general and technical abilities, primarily logical;
• aptitude for leadership, social courage, emotional stability, high self-control, stress resistance, communication and organizational skills;
• willingness to act actively in difficult conditions, the ability to find an adequate way to solve problems.

6.5.6. Employees who have successfully completed the selection procedures and agreed to be nominated for management positions are selected for the personnel reserve.

6.6. The procedure for forming the Company's personnel reserve.

6.6.1. The 1st level reserve is formed for the following positions:

• General Director of the Company;
• Financial Director of the Company;
• Sales Director of the Company;
• Marketing Director of the Company;
• Director of Development of the Company;
• Director of Information Technology (IT Director) of the Company;
• Chief Accountant of the Company.

6.6.2. Candidates for admission to the 1st level reserve must meet the following criteria:

• higher education in a specialty corresponding to a position in the reserve;
• work experience in the Company for at least one year;
• At least 2 years of experience in a managerial position;
• desire for career growth.

6.6.3. Level 2 reserve is formed for the following positions of the Company:

• publisher of the Company's magazine;
• editor-in-chief of the Company's magazine;
• Deputy Editor-in-Chief of the Company's magazine;
• Head of Customer Service Department;
• Deputy Director of Sales;
• Sales Team Leader;
• Office Manager;
• HR manager

This list of positions for which the reserve is formed can be changed by the personnel department in agreement with the General Director of the Company.

6.6.4. Candidates for admission to the Level 2 reserve must meet the following criteria:

• higher or secondary vocational education;
• work experience in the Company - at least 1 year; - desire for career growth.

6.6.5. The personnel department, together with the directors of the areas, develops requirements for each reserve position, including a job description, socio-psychological and personal characteristics.

6.6.6. The personnel department draws up preliminary lists of the reserve and agrees with the candidate on the issue of including him in the personnel reserve.

6.6.7. Preliminary reserve lists (applications<1>1.0.1 and 1.0.2) are agreed upon with the members of the Board of Directors and approved by the General Director or a person authorized by him no later than August 1 of the current year.

<1>Applications in this article are not published; it makes sense to develop such documents individually for each organization, taking into account the specifics of their activities.

6.6.8. Candidates undergo a comprehensive professional and psychological assessment (see clause 6.6 of these Regulations), based on the results of which, by November 15, a list of Company employees included in the personnel reserve for the next year is formed.

6.6.9. For each person enrolled in the personnel reserve, before December 20 of the current year, a file is formed, including the documents necessary for planning a business career:

• reservist questionnaire (Appendix 2) - assessment results (Appendices 3 - 6);
• an individual development plan (Appendix 1), drawn up by the reservist together with his immediate supervisor and agreed upon with the personnel department.

6.7. The procedure for assessing candidates for the Company's personnel reserve.

6.7.1. Assessment means determining the level of qualifications, managerial potential, and the degree of development of the candidate’s business and personal qualities. Based on the assessment, adaptation programs for appointment to a future position are developed, and programs for advanced training and internships are purposefully formed.

6.7.2. The components of the assessment are:

• assessment of the level of professional knowledge (interview with the qualification commission and professional testing - appendices 3 - 4);
• assessment of labor results (opinion of the immediate supervisor - Appendix 5);
• assessment of managerial qualities (method of expert assessments - Appendix 6).

6.7.3. The qualification commission includes the director responsible for this area, the head of the department, the head of the department in contact with this department in the process of work, and the personnel manager. For the qualification interview, a range of professional knowledge is formed in the main areas in accordance with the requirements for the position. Based on the results of the interview, the commission makes a decision on whether the candidate’s qualification level meets the requirements for a position in the reserve.

6.7.4. The expert assessment is carried out by interviewing five experts (one manager, two line-contact employees of the Company, two subordinate employees of the Company). The recommended form for the evaluation sheet is Appendix 6. The same form is filled out by the candidate himself. In case of significant discrepancies between the candidate’s self-assessment and expert assessments, additional research is carried out.

6.7.5. The personnel department for psychodiagnostics selects proven methods that allow us to draw up a psychological portrait of the candidate that best meets the requirements for the position.

6.8. Preparation of the Company's personnel reserve.

6.8.1. Preparation of the personnel reserve includes training according to a program developed by the personnel department. The personnel department organizes referrals to training and educational centers, seminars, conferences, and exhibitions.

6.8.2. Employees enrolled in the personnel reserve, together with their mentor, update individual development plans (careers), approved by the General Director and agreed upon with the HR manager.

6.9. Within a year from the moment of enrollment in the personnel reserve, the Company employee completes an individual training plan, after which a repeated professional assessment of the Company employee enrolled in the personnel reserve is carried out. Based on the results of the professional assessment, recommendations are made on the appointment of a Company employee to a higher position, a salary increase, exclusion from the personnel reserve, or the need for additional training.

6.10. A reservist is excluded from the personnel reserve in the following cases:

• the reservist has undergone individual training in accordance with the career plan and/or competitive selection and has been appointed to the recommended position;
• the results of the assessment of the Company employee after individual training remained at the same level or worsened;
• the reservist refused to be a member of the personnel reserve based on a personal statement.

6.11. The personnel reserve can be replenished throughout the year by including new candidates (at the request of the personnel department or the presentation of the head of the department) to replace retired candidates.

6.12. The effectiveness of the Company's personnel reserve is assessed based on the following indicators:

• the number of reservists promoted to position (as a percentage of the total number of the Company’s personnel reserve);
• the number of reservists excluded from the Company’s personnel reserve (as a percentage of the total number of the Company’s personnel reserve).

6.13. The HR manager regularly (at least once a quarter) conducts a survey of current managers and leading specialists to assess the most important problems and difficult areas of their activities in order to take this data into account when organizing reserve training.

Section 7. Completion of individual career coaching program for senior managers

Having assessed the positive experience of many organizations and based on a survey conducted among senior management, the company's management decided to introduce a coaching program.

The concept of “coaching” comes from the technologies of sports trainers (English coach - coach), who achieved fantastic results from athletes. Coaching in business is a partnership between two people (a coach, or mentor, and a client), during which the coach helps the client determine his goals and objectives, the deadlines for their implementation, as well as achieve goals and solve problems within these deadlines. At the same time, the coach does not give ready-made recipes for action (unlike a consultant), but with the help of special methods helps to identify the client’s own potential and develop independent decisions. In particular, career coaching helps you realize that you are the master of your destiny, understand the goals and objectives regarding the further development of your business career, build a business career plan based on your desires and capabilities (existing and potential), strengths and weaknesses, and successfully implement it. In the USA, many large companies, such as Boeing, American Express, Motorola, use coaching as an additional incentive for talent and future leaders.

Career coaching is especially effective in problematic situations related to professional burnout and “career dead ends,” as well as in situations of loss of motivation among top managers who have achieved everything and who have nowhere and no need to grow further.

Methods for assessing the performance of coaches include the following:

1. individual conversations between the top manager and the general director and HR manager;
2. end-of-course survey;
3. assessment of the performance of the course participant and his department;
4. calculation of the dynamics of turnover of management personnel.

Sample text of section 7

7.1. Career coaching is a special type of counseling based on partnership between a manager and a specialist coach. Coaching allows you to build a system of goals, identify hidden potential and use it most effectively to achieve goals within a certain time frame.

7.2. Career coaching is part of the program for the formation and development of a personnel reserve, intended for 1st level managers.

7.3. The preparatory stage of the coaching program includes the following activities:

7.3.1. The formation of a list of managers participating in the coaching program is carried out by the HR department manager before January 15.

7.3.2. The HR department manager studies the market for coaching services and forms a preliminary list of specialists by the end of January.

7.3.3. The HR manager organizes trial meetings between coaches and program participants.

7.4. The General Director approves the final list of specialists submitted by the HR Manager, in agreement with the Financial Director, by February 15.

7.5. The HR department manager draws up a schedule for coaching sessions and, together with the session participants, decides on the time and place of meetings.

7.6. Managers taking part in the coaching session independently, together with external specialists, adjust their schedule, informing the HR manager about the changes.

7.7. At the end of the course of coaching sessions (duration - up to six months), the HR department manager conducts a survey of participants (Appendix 7 to these Regulations). Based on its results, the work of coaches is assessed.

7.8. The final results are summed up simultaneously with the annual results on the implementation of individual development plans.

7.9. The results of the coaching program are taken into account when preparing the program for the next year.

Section 8. Distribution of duties and responsibilities for the implementation of a business career management system

The general director of the company or a person authorized by him carries out general management, reviews and approves personnel reserve lists, individual development plans for company employees enrolled in the reserve and included in the individual coaching program, appoints reservists to the corresponding vacant positions, and participates in career discussions with managers senior management of the company.

The manager of the company's personnel department organizes all work, controls the work on planning and developing the business career of personnel in structural divisions, participates in career discussions with company employees, compiles and submits draft lists for consideration and approval to the general director of the company or a person authorized by him personnel reserve, prepares proposals for improving business career management, informs the General Director about the implementation of work on planning and development of the business career of company personnel.

The head of a structural unit of the company participates in career discussions with employees of his department, prepares proposals for candidates for inclusion in the personnel reserve, coordinates lists of employees enrolled in the personnel reserve, participates in the formation of a career plan for subordinate employees enrolled in the personnel reserve, participates in the formation and monitors the implementation of the individual training plan for subordinate employees enrolled in the personnel reserve, assists in the implementation of the training plan and career plan for subordinates.

The employee’s mentor participates in the formation of the employee’s development plan, monitors the implementation of the individual training plan, assists the company employee in the implementation of the development plan, and informs the personnel department about the implementation of development plans.

Sample text of section 8

8.1. General Director of the Company or a person authorized by him:

• carries out general management of the organization of work on planning the business career of the Company’s personnel;
• reviews and approves personnel reserve lists, individual development plans for Company employees enrolled in the reserve and included in the individual coaching program;
• appoints reservists to the corresponding vacant positions;
• participates in career discussions with senior managers of the Company.

8.2. Company HR Manager:

• organizes all work to manage the business career of the Company’s personnel;
• exercises control over the planning and development of the business career of personnel in structural divisions;
• participates in career discussions with Company employees;
• compiles and submits draft personnel reserve lists for consideration and approval to the General Director of the Company or a person authorized by him;
• prepares proposals for improving business career management;
• informs the General Director about the implementation of work on planning and developing the business career of the Company’s personnel.

8.3. Head of the Company's structural unit:

• participates in career discussions with employees of his department;
• prepares proposals for candidates for inclusion in the personnel reserve;
• coordinates lists of employees enrolled in the personnel reserve;
• participates in the formation of a career plan for subordinate employees enrolled in the personnel reserve;
• participates in the formation and monitors the implementation of the individual training plan for subordinate employees enrolled in the personnel reserve;
• assists in the implementation of the training plan and career plan of subordinates.

8.4. Employee mentor:

• participates in the formation of a development plan for this employee;
• monitors the implementation of the individual training plan;
• provides assistance to the Company employee during the implementation of the development plan;
• informs the personnel department about the implementation of development plans.

Bibliography

1. Personnel management of an organization: Textbook / Ed. AND I. Kibanova. 4th ed., add. and processed M.: Infra-M, 2010.
2. Personnel Management. Labor regulation / Ed. AND I. Kibanova. 2nd ed., add. and processed M.: Exam, 2001.

E. Kashtanova

Department of Personnel Management

State University of Management

Page
23

The development of a career growth system at the enterprise is presented in Fig. 3.3

Fig. 3.3 Project of a career development system for JSC " Chebarkul Dairy Plant "

The created program for promotion opportunities at Chebarkul Dairy Plant OJSC should include the following services:

1) provide a wide range of information about vacant positions and the qualifications needed to occupy them;

2) indicate the system according to which qualified employees can apply for these places;

3) help employees set career goals;

4) encourage meaningful dialogue between employees and their managers about career goals.

Career development programs to provide systematic motivational influence should:

offered regularly;

be open to all employees;

modified if their assessment indicates that changes are necessary.

The overall goal of career development programs is to match the employee's needs and goals with current or future advancement opportunities available within the enterprise.

To provide career development consulting services to employees of enterprises, both formal and informal consultations can be used. The first method involves attracting specialists or forming a specialized structural unit at the enterprise. The second is less expensive, although its capabilities are often less wide.

Meanwhile, according to a recent survey by the American Management Association, the most widespread are informal counseling by human resources professionals and counseling by line managers.

More formal and rapidly spreading, but less widely used practices are special workshops and special self-assessment centers. In such centers, the manager's strengths and weaknesses are first determined in the following areas: problem analysis; communication; goal setting; decision making and conflict resolution; selection, training, motivation of employees; control over employees; competence in communication and understanding; use of time. Based on the results in each of these areas, the manager himself sets personal goals and promotion goals. Center staff help the manager formulate realistic goals that reflect actual strengths and weaknesses in the identified areas.

In the current situation, it seems more realistic for Chebarkul Dairy Plant OJSC to use an informal form of counseling employees about career development.

To do this, the responsibilities of the management staff must include consulting services for employees who want to assess their capabilities and interests. The counseling process may involve personal interests, and rightly so, since they are important factors in determining career expectations. Consultation by the manager should be part of the assessment of the employee's performance of duties. The characteristic of an effective performance appraisal is that it contains information that allows the employee to understand not only how well he is performing, but also what he can achieve in the future - thus awakening interest in promotion planning. Managers must be ready to give their subordinates information about the needs and opportunities in the company, not only within a particular area of ​​work, but throughout the organization as a whole.

A prerequisite for the effective functioning and stimulating impact of the career management system is the formation of a good communication system at the Chebarkul Dairy Plant OJSC, public systematic information about vacancies in the company can be used. Effective practice of this kind requires more than a simple notice on a notice board. When organizing information about vacancies, the following conditions must be met:

employees are informed not only about available places, but also about actual movements and promotions;

information is given at least five to six weeks before the announcement of recruitment from outside;

election rules are open and binding for everyone;

selection standards and instructions are formulated clearly and clearly;

everyone has the opportunity to try their hand at:

employees who applied for, but did not receive, a position are notified in writing of the reasons for the refusal.

The proposed activities can lay the foundation for the functioning of the career management system at the enterprise. In the future, based on a study of the needs and interests of employees, further development of the enterprise’s career system and the incentive methods used. In general, it must be said that the career counseling system can provide considerable assistance to the management of an enterprise in terms of understanding the system of motivation of its employees and making adjustments to the methods and motivation systems used.

Thus, a well-designed effort to develop an enterprise's career management system can assist employees in identifying their own advancement needs, provide information about suitable career opportunities within the enterprise, and balance the employee's needs and goals with those of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so costly for the enterprise.

Conclusion

In this thesis, the activities of Chebarkul Dairy Plant OJSC to improve the organization were analyzed and recommendations were developed.

The enterprise is an Open Joint Stock Company, the form of ownership is the property of shareholders.

The main activity of Chebarkul Dairy Plant OJSC is the purchase of raw milk and processing into dairy products, wholesale and retail trade.

Based on the results of the study, the following conclusions can be drawn:

Personnel management of an organization is the purposeful activity of the management team of the organization, managers and specialists of departments of the personnel management system, including the development of the concept and strategy of personnel policy, principles and methods of personnel management of the organization. Personnel management is the formation of a personnel management system; planning personnel work, developing an operational plan for working with personnel; conducting personnel marketing; determining the personnel potential and personnel needs of the organization.

The analysis of Chebarkul Dairy Plant OJSC showed that the plant is one of the largest food industry enterprises in the Chelyabinsk region. OJSC "Chebarkul Dairy Plant" is developing successfully and has high technical potential. Products are produced on highly automated production lines of well-known companies. The company occupies a fairly large share in the food industry market, which allows its products to freely and easily compete with the products of other enterprises.

Business career planning and control are that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize the systematic horizontal and vertical promotion of the employee 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 of the areas of personnel work in an organization, focused on determining the strategy and stages of development and promotion of specialists.

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

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

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

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

Career line

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

Business career management

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

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

Business career planning

Any person plans his future based on his needs and socio-economic conditions.

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

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

Career management should begin upon hiring. When applying for a job, you are asked questions that outline the requirements of the employing organization. You should ask questions that meet your goals and shape your requirements.

When managing your career while working, you must remember the following rules:

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

To effectively manage your business career, you need to draw up personal plans.

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

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

Movement of personnel along the professional ladder

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

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

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

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

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

The initial data for organizing the movement of personnel are:

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

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

The analysis of the social policy of Vertell LLC, carried out in the second chapter of the course project, clearly showed that there are a number of problems in the organization that need to be solved, creating conditions for preserving this team and developing a career development program for the organization’s personnel.

In order to make the right decision regarding the career of your employees, you need to clearly understand who the employees of the organization are and what they are.

Necessary in the organization there are a number of problems that are necessary).

Fig.3.1

The assessment results can be recorded in the form of a resume for each employee.

S - accuracy, specificity;

M - adequacy and commensurability;

A - reachability;

R - effectiveness;

Table 3.1. Career space map of Vertell LLC

Fig.3.2 Career growth plan for Vertell LLC employees

After determining the goals and objectives of the career growth of the organization’s employees, designing the “career space” of Vertell LLC, it is necessary to draw up a plan for the career growth of the organization’s employees (Fig. 3.2)

A career development plan should be drawn up for each individual employee.

Fig.3.3 Career growth plan for managers and specialists

After assessing the potential of employees and drawing up a career plan for employees, it is necessary to develop a personal development plan for each employee, the purpose of which should be to stimulate employee training, acquisition of the necessary skills and knowledge by employees of the organization that would allow them to occupy vacant positions.

It is necessary to organize training for managers in the sales training system at the expense of the organization.

The career planning policy of Vertell LLC will be implemented through the adoption of the following documents:

1. career regulations;

2. provisions on assessing the potential of employees;

3. provisions on planning personal development;

4. Regulations on the formation of a personnel reserve.