Career management. Coursework Managing the professional career of managers at Relax. Personnel business career planning and management

Career management involves two important factors: on the one hand, this is his personal desire, and on the other hand, the interest of the company's management. If a person does not make it clear to the management that he is striving for growth, he may simply not be taken into account, and if the company is not interested in moving, then no desire and activity can help. That is why, if you are planning a career growth, it is important to immediately choose an organization that will provide you with such an opportunity.

Career Management

In many large organizations where the desire of employees to manage personal information is understood and respected, maximum favorable conditions for development are created. This allows not only to additionally motivate the team, but also to reduce the “churn”, to help the growth of highly qualified specialists within their own walls.

Unlike hiring ready-made “pros”, this approach pays off very well, because a person who has gone through a career path from the bottom to the top has a deeper understanding of all levels of the company’s functioning, gains more extensive experience and is most useful for the effective development of the organization.

Career management mechanism

As a rule, in order to identify the professional level of workers, various examinations and certifications are arranged. It is very important for a person who seeks to grow in terms of career to prove himself well at such moments, to show his maximum.

It is important to understand that career management begins from the moment of hiring - already at this moment the employer talks in detail about the prospects, and the newcomer shares his plans and ambitions.

At this stage, management closely studies the qualities, skills, experience, potential of the employee, determining how they correspond to a particular position. This is followed by the actual implementation of the planned employee development plan within the organization.

Below are factors that will help in career growth.

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1. Career and character

Only in the last few years, the topic of career has gained wide popularity among Ukrainian scientists and practitioners, which is caused by the reform of all the main areas of our society, the formation of a market economy, which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception or low level of relevance. What was previously considered a deviation from the norm, a product of bourgeois society, capitalism, was identified with careerism, which is only an insignificant, and besides, a manifestation of a career, today it is elevated to the rank of an important indicator of human development in the system social structure, an essential factor and conditions for improving the socio-psychological climate, increasing labor productivity in the organization of its competitiveness. Recently, a large number of researchers in various fields of activity have turned to career issues and have given rise to many definitions of the concept of “career”. Career is a dynamic phenomenon, that is, a constantly changing and developing process. A career can be viewed in both a narrow and a broad sense. In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life (family labor leisure)". A career is not only promotion. You can talk about the career of housewives, mothers, students. In a narrow sense, a career is associated with a person's work activity, with his professional life. A career is understood as a purposeful official and professional growth, “progressive promotion through the ranks, changes in skills, abilities, qualifications and remuneration associated with the employee's activities”. All this has to do with the organizational aspect of a career. The personal aspect involves the consideration of this phenomenon from the position of a person of personality, reveals the features of the vision of a career by its leader. Related to this is the expression by the individual subjective evaluation(self-assessment) of the nature of the course of his career process, the intermediate results of the development of his career, personal feelings that are born about this. “Career is subjectively conscious own judgments of an employee about his/her labor future, expected ways of self-expression and satisfaction with work”, it is “individually conscious position and behavior associated with work experience and activities throughout working life person." Finally, we can single out the social aspect, ideas about a career from the point of view of society. Firstly, these are career routes worked out in the process of development of society, “beaten” ways to achieve certain heights (success) in a particular area professional activity, in one area or another public life. Secondly, these are well-established ideas about the nature of movement along these paths, associated with speed, swiftness, the trajectory of a career, the degree of its take-off, and the methods used. These developed general schemes for moving towards success, as well as the specifics of their implementation in life, influence society's assessment of the private careers of individuals, acting as a kind of benchmark for comparison.

essence of a career. The process essence of a career is reflected in most definitions of this concept, which is eloquently evidenced by the terms “movement”, “promotion”, “growth” used in them, and is also confirmed by the etymology of the word “career” (which means “running” in Italian). So, a career is understood as “active advancement of a person in mastering and improving a way of life that ensures his stability in the flow of social life”; a career is interpreted as a person’s movement in the space of organizational positions, involving a consistent change in status functions, socio-economic position. That is, a career is a process of moving along the path of mastering certain values, benefits recognized in a society or organization.

These are:

Job steps, levels of hierarchy;

The steps of the qualification ladder and the categories associated with it, differentiating the skills and knowledge of people according to the level of skill;

Status ranks reflecting the value of the employee's contribution to the development of the organization (length of service, unique rational proposals that are crucial for the organization) his position in the team;

Levels of power as the degree of influence in the organization (participation in making important decisions, proximity to management);

Levels of material remuneration, income (the level of wages and a variety of social benefits).

At the same time, it should be emphasized that the listed benefits can be considered both through the prism of a person’s subjectivity and from the point of view of his environment (organization of the professional sphere, society), evaluated as purely subjective in the form of self-perceptions, self-assessment of achievements, and supported by their recognition in the environment in in the form of a promotion, level of pay, etc. For example, a person may feel changes in his skills, knowledge, but others will perceive, “see” his professional growth only after he has been raised in the qualification category. Thus, a career is a process of a person's professional growth, the growth of his influence, the power of authority, status in the environment, expressions in his advancement through the hierarchy, qualification ladder, remuneration, prestige.

Characterological features of personality.

Its character is superimposed on the corresponding type of human temperament - a set of persistent individual personality traits that are formed and manifested during communication and activity, causing typical behaviors for it. Accordingly, the character can be defined as strong or weak, optimistic - pessimistic, balanced - nervous, self-critical - narcissistic, truthful - deceitful, tactful - rude, responsible - unscrupulous, generous - stingy, humane - selfish, principled - unscrupulous, neat - sloppy and etc.

Consequently, character is a unique, individual combination of psychological personality traits.

Influence of character on career.

If for a middle-level manager the choice of a new job resembles a marriage of convenience - he is looking for a better paid place with the opportunity career development, then choosing a new job for a top manager is somewhat similar to finding a mistress. For the average company director, the most important thing is to find the right owner.

Last year, two different studies came out that asked the same question: what are you guided by when choosing new job. The studies differed in that one was conducted among top managers and owners of large Russian companies, and the second - among middle-level managers and specialists.

The first was carried out by the headhunting agency "Rosexpert" together with the Association of Managers (169 respondents were surveyed), and the second - by the Russian branch of the recruiting company Kelly Services together with the Australian agency Statistics Workshop (1047 respondents).

If we compare the results of two studies, it turns out that as a career progresses, compatibility with senior management comes first, but the content of the work, on the contrary, fades into the background. According to the study, Russian directors have no desire to "enrich their professional experience" and "tackle more complex tasks." But they want "personal compatibility" with the employer and common views on the system for assessing their performance. "Can this be imagined in an open Western company? Psychological compatibility with the board of directors is almost absurd!" - Sergey Likharev, Director for Projects in the CIS, "Golden Telecom" notes. In a civilized company, in his opinion, performance appraisal has a completely understandable, numerical description, and all this is clearly stipulated in the contract. "In such a company, there is practically no need for a top manager to think about compatibility with owners and shareholders," Sergei Likharev notes.

Meanwhile, headhunters say that in Russia such an approach to choosing an employer can now be taken for granted. "As recently as this weekend, during negotiations, the owner of one company asked the candidate to describe in writing the format of future relations between himself and him," says Georgy Abdushelishvili, partner of the Russian branch of Ward Howell International. In his opinion, this is a Russian specificity, which is explained by the fact that we have few public companies with a large number of shareholders. Russian business is by and large private companies with all the ensuing consequences.

However, not all top managers of even private companies are ready to agree that personal compatibility with the owner is of great importance for them. "The most important factors for a manager are the ambitiousness of the tasks set and personal financial conditions. The relationship with the owner is probably important, but only when the owner is a tyrant and the manager is a slacker,” argues Oleg Anisimov, who in 2002 headed the editorial office of the Financial Russia newspaper, and in March last year transformed it into the Finance "and became editor-in-chief there. However, he does not exclude that, even if the owner is a normal person and pays attention only to business issues, a job well done by the manager should result in excellent relations with the owner.

However, the authors of the study believe that it is risky to underestimate the role of personal relationships between top managers and company owners. "Many Russian owners - very often these are the main managers who are close to management. In addition, many of them have a very personal attitude towards their business - like a brainchild. Based on this, without good personal relationships it is often difficult to achieve any significant results," says Sergey Martyanov, managing partner of Rosexpert.

BUT CEO OAO RBC Information Systems“Yuri Rovensky generally considers the orientation towards personal compatibility with the owner to be a completely sensible and reasonable approach. “This is a fundamentally important criterion,” he says. - In fact, we are talking about the eternal conflict boss - subordinate. However, at the director-owner level, it can have more dramatic consequences. Therefore, a hired top manager must understand to whom he will report. "Yuri Rovensky interacts with the three main shareholders, he says that he perfectly understands the directors, who in the survey indicated personal compatibility as an important factor.

The owners themselves are also sympathetic to this. The chairman of the board of directors of Miel-Nedvizhimost and the owner of its controlling stake, Grigory Kulikov, says that if he were in the place of a top manager, he would give the same answer during a survey. Like Rovensky, he calls it a question from the "boss - subordinate" series and believes that the distance between them should be minimal. "Even if the owner does not take part in the management of the company, all strategic decisions are made with his consent," explains Grigory Kulikov. According to him, many top managers who came to Miel Real Estate came to him personally and he does not see anything reprehensible in this. "Another question is that I, as an owner, can afford to ignore personal compatibility - this is a matter of hierarchy and authority: I, after all, have the opportunity to terminate the contract," he says.

Sergei Likharev notes that top managers have much less freedom in choosing working conditions than an ordinary specialist. "The fact is that the director, as a rule, has one boss - the owner of the business, and it is he who is the only person who evaluates the success of the director's work. And the majority of Russian owners are actually not yet accustomed to delegating significant powers to managers, despite the fact that they verbally declare this. In such a situation, the CEO and other top managers are often hostages of very subjective views and character traits of business owners," says Likharev. The average manager has much more freedom of choice. "Firstly, most often for an ordinary specialist, much more formalized job descriptions, conditions for dismissal, criteria for promotion, etc. are established. Secondly, in almost any company there are opportunities for moving horizontally - from marketing to sales, from sales - to the customer support service, etc. And thirdly, the same bosses tend to change more often than business owners, - says Sergey Likharev. - That is, when a middle manager goes to work, he does not keep in mind that this the chief is given to him forever."

According to the expert, top managers themselves create this vicious circle. "They must formulate professional, transparent conditions for their work and demand that they be fixed in contracts with business owners - and thus educate them," Likharev is sure.

Meanwhile, one of the authors of the study, Sergei Martyanov, argues that the orientation towards the owner is also noticeable in the Western labor market. “I came across studies similar to ours, and there, among the criteria, there is also personal compatibility with the owner,” he says. “Another thing is that they usually have these criteria in third or fourth place.” Based on this, Martyanov believes that Russian managers will never get rid of the need to assess the personality of the employer. It's just that over time this issue will not be so acute. The Kelly Services study also features the equivalent of personal compatibility ("boss", "team"). It's just that they are not as high as those of more successful respondents from a career point of view. According to Likharev, if we remove the first and third lines from the criteria for top managers, then these data will almost completely coincide with the criteria for middle-level managers, except that material conditions will no longer be of decisive importance. "It turns out a paradoxical thing, - says Likharev. - In order to create professional working conditions for themselves, Russian top management must remember what it was like at the beginning of its career."

2. Individual task

1. What do you understand by the term "professional management":

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual abilities, and finally retirement. A particular employee can go through these stages sequentially in different organizations.

2. characterize the basisobvious stages of growth in the enterprise:

Career stages:

1. Preliminary stage - includes the age period up to 25 years and is characterized by preparation for labor activity, as well as the choice of field of activity. Features of motivation (according to Maslow) - safety, social recognition;

2. Stage of formation - lasts up to 30 years and is characterized by the development of work, the development of professional skills. Features of motivation (according to Maslow) - social recognition, independence;

3. Stage of promotion - lasts up to 45 years and is characterized by professional development. Features of motivation (according to Maslow) - social recognition, self-realization;

4. Completion stage - takes place after 60 years and consists in preparing for the transition to retirement, searching for and training your own replacement. 5. Retirement stage - after 65 years - engaging in other activities.

3. What kindcareer motivations are also used at the enterprise next to the vertical lift:

In addition to material interests, professional people are always driven by something else. This “something” is different for everyone and, as a rule, does not lie on the surface. People want to consciously build their career, do what they love, get real results, learn new things, expand their capabilities and powers, and occupy a certain position in the social professional environment. Often conducting staff assessments at the company, management is interested in the individual motivation of employees. In the final report, it is required not only to draw a portrait of a person, but to identify his aspirations and wishes and their correspondence to real potential. Competent managers and personnel managers can use this information to make a person's career advancement a strong motivating factor. If an employee sees for himself the desired prospects for promotion in this company, he is unlikely to be tempted by offers of more high salary(unless the material incentive is the only significant one for him, but such an employee is probably not worth holding on to). The vision of the “desired future” and the feeling of its reality, respect for the interests and values ​​of each person significant for the company, help to create a cohesive team that will work productively and will not scatter when the slightest sign financial difficulties. After assessing the personnel in many enterprises and firms large and small, we can make some generalizations and offer a typology of people who build their careers depending on personal characteristics. The typology is based on three characteristics, which, as a rule, are included in the list of criteria for assessing personnel in a firm.

4. Describe the conditions for accepting a job at this enterprise:

The object of the study is the enterprise OJSC “MK” Azovstal”.

One of the main points that significantly influenced the change in the main indicators of the work of the Personnel Department in 2003 is the creation of new structural divisions. In this regard, the planned and actual number of employees of the plant increased, and the actual number was 95.65% of the planned one.

In the period 2003-2006. there has been a tendency to rejuvenate the personnel of the plant. In 2006, a decrease in the number of young personnel was noted, as evidenced by the placement, recruitment and dismissal indicators. The average age of workers at the plant has increased. The educational level of the plant's employees in 2006 slightly increased.

One of the main areas of work of the Personnel Department is the organization of training, retraining and advanced training of the workers of the plant. In 2006, the number of employees who were trained at the plant and outside it increased.

An important stage in the analysis of the labor supply of an enterprise is the question of studying its movement. The change in the number of employees of the enterprise for the reporting period is characterized by a system of indicators. The movement of labor force at the plant for 2003-2006. presented in the following table:

Table 2.1 - Movement of labor

Indicators
Accepted to the enterprise
Retired from the enterprise, including:
to the Armed Forces
for downsizing
retirement and for other reasons provided by law
at will
for violation of labor discipline
Number of employees who worked during the whole year
Number of employees who changed professions (positions)
Average number of employees
Turnover ratios:
By appointment
By retirement
Flow rate
Persistence factor
Staff internal mobility ratio

The coefficient of internal mobility of personnel is calculated as the ratio of the number of employees who changed positions during the analyzed period to the average number of employees of the organization for the reporting period.

Staff turnover is the most important indicator of the dynamics of the organization's workforce. The higher the turnover rate, the lower the stability of the organization's staff. In 2003, the turnover rate slightly increased.

The distribution of senior and middle managers and specialists by age is shown in Table 2.2.

Table 2.2 - Distribution of managers by age (in the numerator - the percentage in this category of managers, in the denominator - the percentage of the total number of managers)

	Age, years
workers										workers
Leaders
top management
Leaders
middle management
specialists
age groups

As can be seen from Table 2.2, the majority of leadership positions are occupied by people aged 41-60. Changes in thinking, approaches to solving new complex problems are associated to a certain extent with young managers under the age of 30. However, they make up only 1.41% of the total number of managers. There are no top management representatives under the age of 36, and in age group only middle managers are from 26 to 30 years old.

Tables 2.3 and 2.4 show the distribution of managers by specialties obtained at the university. As can be seen from Table. 2.3 among the managers, persons with an engineering education prevail, and the most popular is the specialty of a metallurgical engineer and a mechanical engineer. Economists make up just over 5% of executives, and lawyers make up less than 1%. If economists are found among all categories of managers, then lawyers are found only among middle managers.

Table 2.3 - Distribution of managers by specialties received at the university (% of the total number of managers)

Specialties
	Senior managers	Middle managers	Chief Specialists
Metallurgical engineer
mechanical engineer
Railway engineer
Operations Engineer
Economist, economist-mathematician
civil engineer
Electrical Engineer
Electrician Engineer
Thermal power engineer
Industrial transport engineer
Automation engineer
Other specialties

As can be seen from Table 2.3, almost half of the senior managers are metallurgists, with four-fifths of the workers in this category having an engineering education. Among middle managers, the most common specialties are metallurgist and mechanic. The share of other specialties is insignificant. But the presence of lawyers is striking. Most of the chief specialists are mechanics, metallurgists, thermal power engineers and economists. The share of economists among senior managers and chief specialists significantly exceeds the share of economists in relation to all categories of managers (by 6.39 and 7.59%, respectively). The share of chief specialists with technical education is 4.62% less than the same indicator for all managers, while it is 5.51% higher for senior managers. Among the leaders economic education more than half are middle managers, and a third are chief specialists.

Table 2.4 - Distribution of managers by specialties obtained at the university (numerator % of managers of the corresponding category in the total number of managers with this specialty; denominator % of people with this specialty by categories of managers)

Specialties
	Senior managers	Middle managers	Chief Specialists	managers with a specialty
metallurgist
Track engineer
messages
exploitation
Economist,
economist-mathematician
builder
an electrician
electromechanic
heat power engineer
Industrial transport
Software Engineer
automation
specialties
Total persons with engineering education

Thus, there is an obvious lack of managers younger than 46 years old, and among top management - younger than 56 years old, and a sharp predominance of "techies".

5. What opportunities are there in the enterprise forimproving professional skills:

Professional development includes any training aimed at improving and developing knowledge, skills and abilities of any particular type of activity. The need for advanced training is determined by the constant change in the tasks and working conditions facing the employee, associated both with the improvement of the means of production and with career growth.

The advanced training of managers and specialists of Azovstal Metallurgical Plant OJSC begins with the annual publication of Order No. 11 “On the advanced training of managers and specialists of the Azovstal plant” at the plant. This order approves the advanced training plan; training plan for leaders and their reserve at the Hubbard College of Management "Azovye"; it is envisaged to continue training students on a contract basis; the estimate of spending on personnel training is being revised, and it is also planned to train managers and specialists in the program "Guide to the ISO 9001 and API Quality Management System".

In the system of professional development of managers and specialists of the open joint-stock company“Metallurgical plant “Azovstal” uses various forms and methods of advanced training, including the participation of students in seminars of specialized advanced training institutes; participation in seminars held in the training and production center of the plant and others. For advanced training of managers and specialists, the base is the Central Institute for Advanced Studies (TsIPK) in Dnepropetrovsk and its branch at the Azov Technical University in Mariupol. If necessary, advanced training is carried out in higher and research institutions in Ukraine and abroad. Table 2.5 lists the titles of courses held for plant managers in 2005.

Table 2.5 - Name of advanced training courses for managers in 2005

Name of courses	number, pers.
Permission to conduct gas hazardous work in oxygen-insulating equipment
The right to work in gas hazardous places with oxygen-insulating equipment
On the right to control the GPM, control from the floor
Learning to work on a personal computer
Organization and conduct of checks of the functioning of the QMS in the divisions of the plant
Advanced training for foremen
Advanced training of teachers of theoretical education
Prevention emergencies in blast furnace production
RSUK ISO 9001 and API spec Q1
Industrial Training Instructors Seminar
Seminar for teachers of theoretical education
Hubbard College of Management "Azovye"
School of Masters
Grand total

An analysis was made of the age categories of managers who were trained in the indicated years (Table 2.6).

Table 2.6 - Age categories of managers who have improved their qualifications

Age group
	number, pers.		number, pers.		number, pers.		number, pers.

6. Make a conclusion about the possibility of achieving a career in this enterprise: you can make a career at the enterprise, as all opportunities are provided for this in the form of raising your intellectual level to climb career ladder using the knowledge and skills acquired during the training (Internet, fluency foreign languages ability to use modern computer programs).

Literature

1. Kochetkova A.I. Psychological foundations modern management personnel, M., 1999.

2. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of Management, M., 1992

3. Klimov E.A. Psychology of a professional. - M., 1996

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For the formation of an employee's career in an organization, a clear system of professional and career advancement is necessary. Under this system, A. Ya. Kibanov understood various kinds of employee movement through positions that develop not only the organization as a whole, but also the personality. To interpret this term, the most common concept of "career" is used.

To implement the system of promotion of personnel, there is a personnel department that directly implements personnel policy. Personnel policy is the activity of the authorities, their leaders, employees of personnel departments for the implementation HR strategy aimed at searching, evaluating, selecting, professional development of personnel, motivating and stimulating them to fulfill the tasks facing state bodies.

The main directions that are inherent in personnel policy are as follows:

1) accounting the latest technologies, job creation;

2) development of programs based on forecasting the development and improvement of the education system in professional universities and the introduction of new technologies in the promotion of employees;

3) the development of various motivational programs that increase the interest of employees in work and the degree of job satisfaction;

4) creation of systems for the selection and selection of personnel;

5) improvement of social programs and employment programs.

The personnel department is directly responsible for the implementation of many functions and the creation personnel policy, thereby guaranteeing each employee direct access to higher management and the opportunity to move up the career ladder. The concept of "personnel" can be interpreted as a set of persons who, as their main profession or specialty, perform the duties assigned by the organization and receive remuneration for this, in the form of wages or bonuses. The main goal of the personnel department is the correct and accurate selection of employees who, according to all requirements, are suitable for working in a particular organization with its settings and requirements. The work of personnel, therefore, includes several components:

1) recruitment;

2) personnel selection;

3) placement of personnel;

4) professional support;

5) professional promotion of the employee.

Along with this, A. Ya. Kibanov, based on Japanese management created a scheme of service and professional promotion of personnel, which he divided into several stages. He attributed the selection, evaluation and placement of personnel to the first stage; the second stage includes the very admission to work as an employee; the third stage consists of a qualifying examination; the fourth stage is made up of personnel adaptation programs within the organization, or carrying out any additional tests; in the fifth stage, the very admission to a permanent job takes place, in fact, it includes internships and mentoring, advanced training and systematic assessment; after the previous stages, a person reaches the sixth, which consists in the fact that an employee with a certain qualification can grow professionally in an organization, ultimately choosing a vertical or horizontal movement.

Now, we should consider these stages in more detail: selection, evaluation and placement of personnel. When selecting personnel, the general professional training of the candidate is mainly taken into account, that is, the level of compliance of his basic knowledge with the chosen specialty. The selection of personnel takes place according to more stringent requirements. The specialist checks the candidates and selection takes place in favor of those who are more suited to the nature of the specified activity. There are already educational, age, socio-psychological qualifications and medical indicators.

For a clear example, we can take several areas of activity in the internal affairs bodies. Operatively - search activity, in this case, for a candidate for this position, almost exorbitant requirements are presented. As a medical criterion, an "operator" must have the 1st degree of health, this is the highest medical indicator for performing heavy physical exertion. For further service, so that there would be as few problems as possible with this employee to ensure his recovery. Good physical indicators are also presented for this direction, for example, there are various standards for certain groups of special forces of the Ministry of Internal Affairs, these include push-ups, a 100-meter run, a cross for 5 or more kilometers, a Cooper test to confirm the applicant's endurance. It is also important to take into account the fact that a higher vocational education with an operational search orientation.

Employees who provide information security have much less requirements for physical and medical training. The category of their health is somewhat reduced, however, it still requires certain indicators, but, as in any other direction, there must be a fact of higher professional education, or secondary professional education, if the candidate applies for the posts of ordinary and junior commanding staff.

After taking into account these criteria, each employee is sent to the CPD (Center for Psychological Diagnostics), where psychologists select candidates on socio-psychological grounds, such as stress resistance, cooperation, high adaptability, communication skills, etc.

The age limit for a candidate in organizations is determined by Labor Code Art. 63. It is possible to conclude an agreement only with persons over 16 years old, that is, with those people who have completed schooling, the main age characterized by the beginning of labor activity is 18 years old, in special conditions from 14 years old.

After identifying certain characteristics of the individual, his socio-psychological, sometimes physical, intellectual and medical readiness, the candidate goes for further consideration to the personnel department, that is, if the person meets all the criteria that are necessary for his position, then he goes straight to the second stage - admission to the state. After enrollment, the employee, according to the scheme of A. Ya. Kibanov, must pass a qualification exam for a suitable position. With the help of such an exam, you can determine the professional skills of an employee, his focus, a set of competencies. In many firms, instead of an exam, they conduct qualifying interviews. On the condition that a person agrees with all the requirements put forward by the organization and sets goals on his own. In this case, the employer, thanks to this interview, establishes not only the level of knowledge and the correctness of setting the goals of the employee, but also compares these goals with the goals of the company, determines the equipment for the person’s work, because even minor inconveniences can cause a loss of motivation among employees.

Personnel adaptation programs within the organization. Many managers of the company are recommended to plan the career of employees for a period of 2 to 10 years. This is due to the fact that a person is able to adapt to a new position, approximately from two to 5 years. This is facilitated by many factors, such as personal attitudes, professional competencies of an employee, organization of a company, etc. From this, the term adaptation itself should be noted. - this is "the adaptation of the body, personality, their systems to the nature of individual influences or to changing conditions in general."

Exist different kinds adaptation in the organization, they include social, industrial, professional, economic, psychophysiological adaptation. Based on this, an individual adaptation program is developed for each employee. There is also another classification of individual adaptation:

1. General. There is an introduction to the activities of the organization. Within its framework, the employee needs to give a general idea of ​​​​the organization, tell a story and conduct an introduction to the traditions of the company. It is also necessary to inform the employee about the procedures and personnel policy of the organization, that is, about the system of hiring, firing, advanced training, etc. Often, the main question for an employee is related to salary, therefore, the employer is obliged to provide a full report on the timing of payment and the amount of the employee's remuneration. It also includes social benefits. living conditions the rules and regulations of the organization.

Basically, this information can be conveyed to employees through various trainings, briefings, conversations directly with the employee's mentor, defining enterprise standards, posting information on the website, etc. The standard time frame for conducting a general adaptation program is from 1 week to 1 months of calendar days.

2) Specialized. This form consists of an explanation of the goals and direction of the unit where the employee is sent, in addition, the relationship with other units is indicated. Specify official duties employee, the schedule and work after hours are discussed, the living conditions of the unit are considered, etc.

After these procedures, within a month, the employee no longer needs mentoring and passes a probationary period, becomes a full member of the company, concludes an employment contract and is on the staff. Throughout the career, the employee undergoes annual assessments and interviews in order to find out the need for improving educational skills, advanced training or promotion. N. F. Pushkarev in his work "Business career of employees of the organization" considered the system of certification and interviews (САС) on the example of the largest American company IMB, which is engaged in the production software and consulting. In his analysis, he says that the work activity of an employee is evaluated on a scale from 1 to 5, the highest rating is the number 1, having received it, the employee should be immediately promoted in position and in wages. The number 2 and 3 on the scale indicates unsatisfactory results, the limit when an employee can pass certification is limited to two times, after which a person can be dismissed from IMB.

With the help of this system, a fair assessment of labor takes place, the employee knows exactly what he is worth. His wage depends on how he performed during the previous year. However, this system requires huge costs and efforts, both on the part of the subordinate and on the part of the leader.

The last stage is that the already formed employee has the right to professional and qualification advancement in positions. In this case, he can choose either horizontal or vertical advancement. Horizontal promotion lies in the fact that the employee plans to move to positions related to his specialty, which are at the same level as the current position, simply to develop his competence within the framework of the specialist's work. Vertical movement is identified with the movement of a person to a position that is one level higher than the previous one, the end result is a manager's career.

Summing up such a system, we can say that it assumes that after graduating from a professional university, a candidate for a position must pass a probationary period, demonstrating his competence in relation to the education received. Further, it is supposed to pass an orientation course aimed at adapting the employee in the working environment, which ends probationary period. After that, a person is enrolled in a position and for 8 - 10 years has been taking a course to improve his skills, test knowledge and send on business trips. According to A. Ya. Kibanov, already by the age of 36, a personnel is valuable for a company and its future career is determined in relation to a manager or an employee.

As part of professional promotion, A. Ya. Kibanov developed another scheme for the promotion of line managers, which also considers 5 main stages:

1) Work is carried out with senior students of professional universities or internships. The organization, according to its own criteria, together with the leaders and employees of the personnel and management department, selects the best students who, in their opinion, have the potential for leadership position. Those who successfully complete the internship are given a recommendation sheet for future employment.

2) After this stage, for two years, work is carried out with young specialists. As part of this activity, trainings and education are carried out, after which the first selection to the personnel reserve of leadership positions takes place.

3) Work with the initial composition takes approximately 2-3 years. Here, advanced training is carried out, training of employees to duplicate or replace the management team in their absence. After that, testing, performance analysis and secondary selection are carried out, after which candidates are nominated for enrollment of middle managers, that is, vertical movement. Those employees who have not passed the certification, remain in their original places, and can count on horizontal movement in positions.

4) The training of middle managers requires an individual approach, so each employee is assigned a mentor from senior management. Accordingly, the head and the personnel management department, taking into account the personal qualities of the candidate, are individual plan employee promotion. Once a year, an employee is tested on how he can control the team, manage it, professionally solve the complex tasks assigned to him. After the successful completion of testing and processing, data analysis, the employee is promoted to further career advancement.

5) At the last stage, senior managers are selected, mainly on a competitive basis. The selection is carried out by other senior managers, specialists in the field of personnel management, or independent experts.

So we see that the promotion of an employee is a long-term undertaking, in many cases the organization itself grows its own personnel, in order for them to fill leadership positions, create a personnel reserve. Basically, in organizations with a high turnover of personnel within managers and middle-level positions, there is a rapid career growth, in organizations associated with official activities or with the state apparatus, career advancement specific to this area, depending on seniority and length of service. Along with the creation of special systems of service and professional advancement, there are also factors that affect the development of a career in an organization. And the main task for the company is to ensure the development of these factors in order to increase the personnel potential.

In the studied paragraph, service-professional development of career growth is considered. The intermediary that performs the functions of promoting personnel is the personnel department. The text reveals its main task and directions. The career promotion scheme developed by A. Ya. Kibanov is detailed.

In recent years, the problem of a career has acquired particular relevance, which is caused by the reform of all major spheres of society, the formation of a market economy, which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception. Career- constantly changing and developing process which can be considered both in narrow, and in a broad sense.

In a narrow sense, a career is associated with a person’s work activity, his professional life, understanding it as purposeful job and professional growth, progressive career advancement, changes in skills, abilities, qualifications and remuneration associated with the employee’s activities. All this has to do with the organizational aspect of a career.

In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life - professional, family, work, leisure. A career is not only promotion.

A career is a progressive promotion up the career ladder, a change in skills, abilities and qualifications and remuneration associated with the employee's activities.

Distinguish professional and intraorganizational career.

professionalcareer It is characterized by the fact that a person in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. A particular employee can go through these stages sequentially in different organizations.

Intraorganizational career covers a successive change in the stages of development of an employee within one organization and is implemented in three main directions:

vertical - it is with this direction that the very concept of a career is often associated, since in this case the promotion is most visible. Under the vertical direction of a career is understood the rise to a higher level of the structural hierarchy;

horizontal - moving to another functional area of ​​activity or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, the role of the head of a temporary target group, programs, etc.). A horizontal career can also include the expansion or complication of tasks at the previous level (as a rule, with an adequate change in remuneration);

centripetal - this direction is the least obvious, although in many cases it is very attractive to employees. Centripetal career refers to the movement towards the core, the leadership of the organization. This is, for example, inviting an employee to meetings of both a formal and informal nature that were previously inaccessible to him, providing him with access to informal sources of information, and fulfilling certain important assignments of management.

Career stages are the various stages of work responsibility and achievement that people go through in the course of their working lives.

Career planning and development involves working with managers and/or human resource experts on career-related issues. There are five stages of formal career planning: 1) assessment of the person 2) analysis of opportunities 3) selection of career goals 4) selection and implementation of the plan 5) evaluation of results and, if necessary, revision of the plan.

The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves a number of tasks:

1) achieving the relationship between the goals of the organization and individual employee;

2) career planning for a particular employee in order to take into account his specific needs and situations;

3) ensuring the openness of the career management process;

4) elimination of "career dead ends", in which there are practically no opportunities for the development of an employee;

5) improving the quality of the career planning process;

6) the formation of visual and perceived criteria for career growth used in specific career decisions;

7) studying the career potential of employees;

8) ensuring a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;

9) determination of career paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

Practice shows that often employees do not know their prospects in this team. This indicates a poor organization of work with personnel, a lack of planning and career control in the organization.

The planning and control of a business career lies in the fact that from the moment an employee is accepted into the organization, his systematic horizontal and vertical promotion begins in the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also the indicators that he must achieve in order to count on promotion.

One form of career planning is the previously mentioned lifetime employment system, which is common in Japan and provides an employee with the opportunity to change several jobs, change the field of activity, and advance in the service - all within the same company.

The Japanese system of lifetime employment is one of the forms of guaranteed employment that creates employee confidence in the future. Ensuring job security is one of the most difficult problems of managing work with personnel in organizations. If the leaders of the organization are interested in the quality and efficiency of the work of their subordinates, then they must provide them with certain guarantees for the preservation of work.

At different stages of a career, a person satisfies different needs.

Stages of a manager's career and realizable needs

Career stages	Age, years	Needs achievements	moral needs	Physiological and material needs
preliminary		Study, tests for various works	The beginning of self-affirmation	Existence security
Becoming		Mastering work, developing skills, forming a qualified specialist or leader	Self-affirmation, the beginning of achieving independence	Security of existence, health care, normal wages
Promotions		Career advancement, acquisition of new skills and experience, qualification growth	The growth of self-assertion, the achievement of greater independence, the beginning of self-expression	about health, wages
Save		The peak of improving the qualifications of a specialist or manager; advanced training; youth education	Stabilization of independence, growth of self-expression and self-respect	Raise to others sources
Completions		Cooking to care for preparing yourself and to a new look activities retired	Stabilization of self-expression, growth of self-esteem	Maintaining wage levels and increasing interest in other sources of income

		Occupation new	self-expression
		type of activity	in a new field
			activities, the stabilization of respect for oneself and others	other sources of income, health care

Preliminarystage includes schooling, secondary and higher education and lasts until a person reaches the age of 25 years. During this period, he can change several jobs in search of a type of activity that satisfies his needs and meets his capabilities. If he immediately finds this type of activity, the process of self-affirmation of him as a person begins.

Formative stage lasts approximately five years - until a person reaches the age of 30 years. During this period, he masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-affirmation occurs, and there is a need to establish independence. During this period, the safety of existence, health care continues to worry. In addition, in connection with the creation of a family, there is a desire to receive wages, the level of which is higher than the subsistence level.

Promotion stage usually lasts about 15 years, until the age of 45. This period is characterized by the growth of qualifications, promotion, accumulation of experience, skills, the need for self-affirmation, achieving a higher status and even greater independence. During this period, much less attention is paid to meeting the need for security - the efforts of the employee are focused on increasing wages and caring for health.

Conservation stage characterized by actions to consolidate the results achieved and lasts about 15 years - until the age of 60 years. There comes a peak in the improvement of qualifications, there is an increase in it as a result of vigorous activity and special training, the employee is interested in transferring his knowledge to young people. This period is characterized by creativity, there may be an ascent to new service levels. A person reaches the heights of independence and self-expression; there is a well-deserved respect for oneself and others who have reached their position through honest work. Although many of the employee's needs are satisfied during this period, he continues to be interested in the level of remuneration, but there is an increasing interest in other sources of income (for example, participation in profits, capital of other organizations, shares, bonds).

completion stage lasts about five years, until a person reaches the age of 65 years. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis and such people get less job satisfaction, experiencing physical fatigue and psychological discomfort, self-expression and self-esteem reach their highest point. People are interested in maintaining the level of wages, but are looking for other sources of income that would be a good addition to the upcoming retirement benefit.

retirement stage. At this stage, the career ends. There is an opportunity for self-expression in other activities that were impossible during the period of work in the organization (painting, gardening, work in public organizations, etc.); self-esteem stabilizes.

Many reach a career plateau - a position after which further increase in the level of responsibility is unlikely.

In the early 70s. many American companies and consulting firms have developed career management programs; promotion. The main objectives of such a program were to determine the stages of promotion of an employee, help in revealing all his abilities and their best use.

Career Statement is a document that regulates the process of career management in an organization. At present, the structure of this document has not yet been settled, but its most characteristic sections can be distinguished:

Actual career patterns- these are either accumulated or created today and now for some purpose “photographs” of the careers of specific people at a given enterprise. "Photographing" a career provides the necessary information about the transition from position to position (both horizontally and vertically), the time spent in each position, changes in a person's age, advanced training, changes (dynamics) in knowledge, skills, and abilities.

Actual career models can give an idea of ​​a real career, its mechanism, which needs to be known for subsequent improvement.

Planned career models- these are the developments of a possible career for employees: definitions of job relocations, descriptions of requirements for candidates, time intervals, forms and methods for assessing knowledge, skills and abilities, work results, etc.

Planned career models are primarily promises of career opportunities, promises that not every manager can make. This is a rather thin area, which does not yet have any theoretical or practical developments. Career management, like any kind of management, requires a wide variety of information and an appropriate information system. Finally, the "career ladder" should be strongly reinforced by the personnel development system, since a career is not a transition from chair to chair, but a continuous proof of one's competence with the help of quality results in any position.

Training provides an opportunity to acquire and improve skills related to the performance of work.

3. The system of service and professional promotion of personnel. The concepts of "service professional promotion" and "career" are close, but not similar (the term "service professional promotion" is most familiar to Russia, where the term "career" was not actually used before).

Service professional promotion- this is the sequence of various steps (positions, jobs, positions in the team) proposed by the organization that an employee can potentially go through, while a career is understood as the actual sequence of steps occupied (positions, jobs, positions in the team).

The coincidence of the planned service and professional promotion and the actual career is a rather rare occurrence.

Consider the system of service and professional promotion that has developed in our country and provides for five main stages.

First stage- work with senior students of basic institutes or trainees from other universities. Specialists of personnel management departments, together with managers, select students who are the most capable, inclined to leadership work, and prepare them for specific activities in the departments of the organization. Students who have successfully completed training and practice are given a characteristic-recommendation for being sent to work in the relevant departments of this organization. Young specialists who have not had an internship in this organization are tested and receive consulting assistance when they are hired.

Second phase- work with young specialists accepted into the organization. A probationary period (from one to two years) is assigned, during which young specialists are required to complete an initial training course (detailed acquaintance with the organization). In addition, an internship is provided in the divisions of the organization during the year.

Based on the analysis of the work of young specialists for the year, their participation in ongoing events, the characteristics given by the head of the internship, the results of the internship are carried out and the first selection of specialists is made for enrollment in the reserve for promotion to managerial positions. All information about the participation of a specialist in the system of service and professional promotion is recorded in his personal file and entered in information base organization's personnel data.

Third stage- Work with line managers of the lower management level. At this stage, the selected line managers of the lower level (foremen, heads of sections) are also joined by workers who have graduated from evening and correspondence universities, who successfully work in their teams and have passed the test. Within just two to three years, specific purposeful work has been carried out with this group.

Members of the group replace leaders and study at advanced training courses. After the completion of the preparation stage, based on the analysis of the production activities of each manager, secondary selection and testing are carried out. Managers who have successfully passed the second selection are offered for promotion to the positions of heads of workshops, their deputies with preliminary training in these positions or are enlisted in the reserve and, if vacancies appear, are appointed to positions. The rest of the trained workers continue to work in their positions; horizontal movement is possible.

Fourth stage- Work with line managers of middle management. The already formed group of young managers is joined by current promising shop managers and their deputies. The work is built according to individual plans. Each employee appointed to the position of middle manager is assigned a mentor - a senior manager for individual work with him. The head-mentor, together with the specialists of the personnel management departments, on the basis of the analysis of the personal qualities and professional knowledge, skills of the applicant, draws up an individual training plan for him. As a rule, these are training programs in the basics of commercial activity, business relations, advanced methods of managerial work, economics and law. At this stage, training is provided for line managers of middle management with the preparation of programs of measures to improve the activities of the organization (subdivision). Annual testing of the middle manager is carried out, which reveals his professional skills, the ability to manage a team, professionally solve complex production problems. Based on the analysis of the test results, proposals are made for further promotion.

Fifth stage- Working with top line managers. The appointment of leaders to senior positions is a complex process. One of the main difficulties is the choice of a candidate who meets many requirements. The top manager must know the industry well, as well as the organization, have experience in the main functional subsystems in order to navigate in production, financial, personnel matters and act skillfully in extreme socio-economic and political situations. Rotation, i.e. movement from one unit of the organization to another should begin well in advance, when managers are in positions of grass-roots and middle management. Selection for promotion and filling of vacant senior positions should be carried out on a competitive basis, it should be carried out by a special commission consisting of top managers (directors of production, branches, chief specialists, etc.), specialists from the relevant personnel management departments and, if necessary, independent experts.

When evaluating and selecting candidates for promotion to a vacant position of a manager, special methods are used that take into account the system of business and personal characteristics covering certain groups of qualities.

In a number of developed countries, interesting experience has been accumulated in managing the service and professional promotion of managerial employees, which is also successfully used in Russian organizations.

First of all, a probationary period is set (one to three years), then the young specialist takes an orientation course in the affairs of the company (from two weeks to six months).

After that, the employee is enlisted for a permanent job, and for 8-10 years systematic rotation and internships are carried out. Since, with a system of systematic rotation, the employee knows that he will be promoted after a certain time and therefore he needs to choose a replacement for himself, the leaders are updated and the reserve of personnel for promotion is moved.

4. Work with a personnel reserve. The purpose of planning a personnel reserve is a forecast of personal promotions, their sequence and related activities. Planning requires working through the entire chain of promotions, relocations, layoffs of specific employees.

Talent pool plans can be drawn up in the form of replacement schemes, which take a variety of forms depending on the characteristics and traditions of organizations. It can be said that substitution schemes are a variant of the organizational structure development scheme, focused on specific individuals with different priorities. The basis of individually oriented equivalent circuits are typical equivalent circuits. They are developed by Human Resources and represent a variant of the Job Rotation Conceptual Model.

Main stages the process of forming a personnel reserve:

drawing up a forecast of expected changes in the composition of management personnel;

preliminary selection of candidates for the reserve;

obtaining information about the business, professional and personal qualities of candidates;

formation of the staff reserve.

Main criteria when selecting candidates for the reserve:

appropriate level of education and training;

experience in working with people;

the presence of organizational skills;

good personal qualities;

good health and age appropriate.

The personnel reserve is formed from qualified specialists; deputy heads of divisions; lower-level managers; graduates employed in production as workers.

Many organizations have already developed a certain procedure for selecting and enrolling in a personnel reserve group:

selection of candidates should be carried out on a competitive basis among specialists under the age of 35 who have positively proven themselves in practical work and have higher education;

the decision to include employees in the reserve groups is made by a special commission and approved by the order of the organization;

for each employee (trainee) the head of the training is approved;

heads of interns included in the personnel reserve group receive material remuneration for successfully completing the stages of the system of service and professional advancement;

trainee is set official salary corresponding to the position he occupies, but higher than the previous salary, and all types of material incentives provided for this position apply to him.

A sign of a promising organization is the realization that the quality of work is largely determined by the capabilities of the staff. A developing organization is, first of all, a developing staff, so it is necessary to make the process of staff development purposeful, planned, organized, motivated and controlled. At the present stage, we should talk about the management and self-management of the development of an employee's professional career, based on the coordination of the interests of the organization and the employee. The personnel management tools include a tool for managing a professional individual career, the implementation of which will ensure the targeted development of personnel as part of the development of the organization.

Career - individually conscious changes in attitude and behavior associated with work-related experiences and activities throughout a person's working life. Thus, a career is a subjectively conscious development, a progressive change in skills, abilities, and professional capabilities of a person, so we can talk about a career as an occupation, activity.

The stages of a professional career are distinguished as intervals of the employee's working life, during which certain tasks are solved and the foundations for the further development of a professional career are formed. Preliminary the stage includes obtaining education as necessary n) conditions for the implementation of a career. The main problem at this stage of a career is the choice of the type, direction of a career - a profession.

Next comes the stage becoming, when an employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-affirmation occurs and there is a need to establish independence. The key task that a person faces in the early period of a career is career planning, since at this stage there is a statement of career goals and the formation of value priorities in its development.

At the stage promotion the process of qualification growth, career advancement continues, rich practical experience and skills are accumulated, the need for self-assertion, raising the status in the organization is growing. By recognizing the need for change, employees actively participate in training and development programs, are ready for a job change or new positions in the organization, and thereby prevent early termination of their careers. To help employees achieve their goals, many organizations develop career management programs for their employees.

Stage conservation characterized by actions to consolidate the results achieved. There comes a peak in the improvement of qualifications and its increase as a result of vigorous activity and special training. Employees during this period are interested in passing on their knowledge to successors, so they can be actively involved in training programs as mentors.

The career of any person is unique, but if we try to generalize approaches to a career, we can distinguish the following types of it.

Interorganizational and intraorganizational career - types of career, meaning that a particular employee in the course of his professional activity works in various positions in different or in the same organization.

Specialized and unspecialized career is the development of a career within one or more areas of activity. So, as a result of the development of a non-specialized career, an employee has a much smaller amount of specialized knowledge, but at the same time has a holistic view of the organization, supported by personal experience.

Under vertical career refers to the rise to a higher level of the structural hierarchy, horizontal a career involves either moving to another functional area of ​​activity, or performing a certain job role at a stage that does not have a rigid formal fixation in the organizational structure. A horizontal career can also include the expansion or complication of tasks in one position. stepped career - a type that combines elements of a horizontal and vertical career, when the promotion of an employee can be carried out by alternating vertical and horizontal growth. Step career is quite common and can take both intra-organizational and inter-organizational forms. Under centripetal a career is understood as a movement towards the core, the management of the organization, for example, inviting an employee to meetings that are inaccessible to other employees, meetings of both a formal and informal nature, gaining access to informal sources of information, confidential appeals, and certain important assignments of management.

In the process of implementing a career, it is important to ensure the interaction of all types of careers. This interaction involves the implementation of the following principles of professional career management:

• achieving the relationship between the goal-setting of the organization and the individual employee within the framework of strategic management and organization planning;
• ensuring that career planning is focused on a specific employee in order to take into account his individual goals and motives for developing a professional career;
• ensuring the openness of the career management process, based on the development of high-quality and visual criteria for career development used in specific career decisions;
• formation of a system for assessing and developing the career potential of employees of the organization;
• determination of directions for the development of the individual career of employees, providing for both ensuring the organization's qualitative needs for personnel, and eliminating "career dead ends", in which there are practically no opportunities for employee development.

Business staff appraisal- purposeful process of establishing conformity quality characteristics personnel to the requirements of the position or workplace. Based on the degree of this correspondence, the following tasks are solved: assessment of the process and result of the employee's activity in the organization, development of a development program for him; determination of criteria and the amount of remuneration. Personnel assessment allows you to solve a number of additional tasks: feedback with an employee on professional, organizational and other issues; meeting the needs of the employee in evaluating their own work. Business assessment of personnel can be divided into the following main types:

• evaluation of candidates for vacant positions or jobs;
• ongoing periodic evaluation of the organization's personnel;
• assessment of the employee's labor potential.

Main functions business evaluation:

• evaluation, when personnel, management system and personnel management programs are subject to evaluation;
• informational;
• legal and administrative;
• motivational;
• "feedback".

The conduct of a business assessment in an organization is influenced by the current legislation, which clearly sets out the formal requirements for its conduct, the goals of a business assessment, the status of the position and the content of the tasks performed by the employee, the socio-psychological climate in the team, the activities of the trade union, etc.

The business appraisal procedure will be effective if the following prerequisites are met:

• establishing criteria for evaluating the effectiveness and process of work for each position and workplace;
• careful design of the evaluation system, which includes evaluation criteria, evaluation frequency, subjects and methods of evaluation;
• providing complete and reliable information about the results and quality of the employee's work in the process of business evaluation;
• discussing the results of the assessment with the employee;
• decision-making on the results of the assessment and its documentation.

A large number of criteria can be used to conduct a business appraisal. These indicators can be divided into the following groups:

• indicators of direct results of labor;
• conditions for achieving labor results;
• professional conduct;
• describing personal qualities.

According to the time indicator, a periodic assessment is distinguished when the assessment is carried out on certain specific dates (for example, on the day a person is hired) or a decision is made to evaluate all employees at the same time. For individual employees, it is advisable to assign an assessment to the end date of work for each individual task, for example, within the framework of the “management by objectives” model. Also, business evaluation can be in the nature of continuous monitoring of the process and results of work.

Colleagues of the assessed employee, his immediate supervisor, subordinate employees, employees of related departments who know the assessed employee through work performed jointly can act as appraisers when conducting a business appraisal. To reduce the subjectivity of the assessment, organizations use a plurality of assessments, which is expressed in the involvement of various appraisers, including independent experts. Self-assessment may also be used. It seems possible to use a combination of the above forms of assessment: external assessment can be supported by self-assessment, and the results of the assessment by the manager can be compared with the assessment of subordinates or colleagues.

Methods of business assessment of personnel- ways to establish specific values ​​of indicators of business evaluation. Methods can be grouped according to various criteria, such as individual and comparative, with and without pre-established assessment indicators. To assess the elements of the labor and career potential of employees, such assessment methods as testing, business and role-playing games can be used.

A large number of Russian organizations today, as part of the business assessment of personnel, use the assessment method Assessment Center. This complex method is used to optimize the placement of personnel, the formation of a personnel reserve, career planning, the formation of training programs, and the reasonable selection of applicants for positions in the company.

The main assessment criteria within the Assessment Center are communicative and leadership skills, intelligence, ability and skills of teamwork, planning and organization. The most popular assessment methods are business and role-playing games, professional and psychological tests, self-presentations, discussions, exercises, and written work. The standard assessment procedure includes the implementation of managerial actions, discussion of problems in small group, decision-making, report of the developed project, preparation business letter, filling in psychometric tests, evaluation of the subject by his colleagues.

An important step in conducting a business appraisal is to explain the goals and system of business appraisal among staff and train appraisers, which can increase the effectiveness of business appraisal and reduce social perception errors in the appraisal process.

Main business valuation errors:

• excessive exactingness - a tendency to underestimate, evaluate all employees below their real level according to the criteria by which the assessment is carried out;
• excessive indulgence - a tendency to overestimate, evaluate all employees above their real level with a good or excellent rating;
• extremeness - a tendency that combines both previous errors;
• averaging - a tendency to preferential evaluation by average values ​​of indicators. Many appraisers avoid giving high or low marks, holding the view that all employees are about average;
• the impact of the halo effect - an assessment based on the overall impression, both positive and negative;
• priority - an assessment based on the preference given by the evaluator to one or more qualities of an employee and the impact of these preferences on the overall assessment;
• personal predisposition - an assessment based on the appraiser's personal predilection for personal characteristics, relationships, events in the biography, etc., which affects the assessment more than the results of work;
• freshness of impressions - the tendency to use recent events when evaluating an employee, without taking into account the entire time period.

After conducting a business assessment and processing its results, they should be discussed with the assessed employee. An effective conversation after the assessment can help to increase motivational attitudes for the next period. An essential element of successful evaluation systems is the continued use of evaluation results. The use of the results should include the development of professional skills among workers; assessment of the extent to which the employee uses his potential and the solution of the question of the directions of development of his professional career; carrying out regulation of the amount and form of remuneration of the employee.