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.

Career development refers to the actions that an employee takes to implement his plan and professional advancement. Planning and managing career development requires certain additional (compared to routine professional activities) efforts from the employee and from the organization (if it supports this process), but at the same time provides a number of advantages, both to the employee himself and to the organization in which he works. For an employee this means:

Potentially higher degree of satisfaction from working in an organization that provides opportunities for professional growth and improved living standards;

A clearer vision of professional personal prospects and the ability to plan other aspects of your own life;

The possibility of targeted preparation for future professional activities;

Increasing competitiveness in the labor market.

The organization receives the following benefits:

Motivated and loyal employees who connect their professional activities with this organization, which increases labor productivity and reduces labor turnover;

The ability to plan the professional development of employees and the entire organization, taking into account their personal interests;

Individual employees' career development plans as an important source for identifying training needs;

A group of trained, motivated employees interested in professional growth for promotion to key positions.

Awareness of these and other benefits has led many organizations to create formal systems for managing the career development of their employees. One of the most common models for managing this process has become the career planning and development partnership model.

The partnership involves cooperation between three parties - the employee, his manager and the professional development department (HR service). The employee is responsible for planning and developing his own career, or, in the language of modern management, is the owner of this process. The manager acts as a mentor or sponsor to the employee. His support is necessary for successful career development, since he manages resources, manages the distribution of working time, and certifies the employee.

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

Achieving a relationship between the goal setting of the organization and the individual employee;

Ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations;

Ensuring openness of the career management process;

Elimination of “career dead ends” in which there are practically no opportunities for employee development;

Improving the quality of the career planning process;

Formation of visual and perceived criteria for career growth used in specific career decisions;

Studying the career potential of employees;

Ensuring a reasonable assessment of employees' career potential in order to reduce unrealistic expectations;

Identification of career paths, the use of which could satisfy the quantitative and qualitative needs for personnel at the right time and in the right place.

The HR department plays the role of a professional consultant and at the same time carries out overall management of the career development process in the organization.

The implementation of a career development plan depends primarily on the employee himself. In this case, it is necessary to keep in mind the entire set of conditions that make this possible:

Results of work in the position held. Successful performance of job responsibilities is the most important prerequisite for advancement. Cases of promotion of employees who cannot cope with their duties (even those with enormous potential) are extremely rare;

Professional and individual development. The employee must not only take advantage of all available means of professional development, but also demonstrate newly acquired skills, knowledge and experience;

Effective partnership with the leader. The implementation of a career development plan largely depends on the manager, who formally and informally evaluates the employee’s performance in his position and his potential, is the most important channel of communication between the employee and the top management of the organization, who makes decisions about promotion, and has the resources necessary for the employee’s development;

Prominent position in the organization. To advance in the organizational hierarchy, it is necessary for management to know about the existence of an employee, his achievements and capabilities. You can make yourself known through professional achievements, successful performances, reports, reports, participation in the work of creative teams, and public events. Of utmost importance in this case is a successful partnership with the professional development department, whose employees’ positive opinion about the employee’s potential is a necessary condition for the progressive development of his career.

The most important component of the career development management process is the assessment of progress achieved, which involves all three parties: employee, manager, and training department. Appraisals are conducted periodically, typically once a year (often in conjunction with employee performance reviews, although many organizations have recently sought to separate these events), during a meeting between employee and manager, and then confirmed by the professional development department. Not only progress in implementing the plan is assessed, but also the feasibility of the plan itself in light of the events that have occurred over the past year, and the effectiveness of its support from the manager and the organization as a whole. The result of the discussion is an adjusted career development plan.

An intra-organizational career is formed within the framework of one management system (ministries, departments, organizations). In the system of the Ministry of Internal Affairs of Russia (as in any other social system), an intra-organizational career can develop in three ways in full accordance with the social expectations of the employee. These methods are:

“Vertical” promotion corresponds to a sequential rise to a higher position within the boundaries of one structure. For example: investigator - senior investigator - deputy head of the investigative department, etc.

“Horizontal” promotion corresponds to moving to an equal position in a related field of activity. For example: senior district police officer - senior inspector of the juvenile affairs unit - senior inquiry inspector, etc.

3. “Centripetal” promotion corresponds to the sequential passage of service from peripheral to central government bodies. This direction is associated, as a rule, with the gradual growth of organizational skills, for example, from a position in the police department to a position in the Main Directorate of Internal Affairs and the Ministry of Internal Affairs.

One way or another of forming a business career for an employee of an internal affairs agency implies the establishment of a certain correspondence between the individual goals of the employee (guideline goals) and the goals of personnel policy in the system of internal affairs agencies.

Managing career development is a complex process that requires significant resources. Unfortunately, the mere existence of this process does not guarantee the realization of professional ambitions for all employees of the organization. However, its absence causes employee dissatisfaction, increased staff turnover, and also limits the organization’s ability to effectively fill vacant positions.

Practical task

Based on the documents available to the personnel department of the police department where you serve, conduct an analysis of career planning activities, based on the results of which prepare your proposals for organizing the career of police officers.

According to the personnel department of the General Education Inspectorate at the Internal Affairs Directorate for the Leninsky District, for the past period as a whole in the current year 2008 (based on the results of 8 months), 24 people (private, junior commanding officers and officers) were promoted to the next rank. 8 employees received promotions.

In turn, during the reporting period of 2008, 2 employees were dismissed.

These indicators give reason to note that career planning is directly related to the self-realization of police officers.

When analyzing cause-and-effect relationships in the process of developing a professional’s personality, it is necessary to highlight from the total mass of socio-psychological phenomena the role of such factors as mutual expectations of employees. Expectations in this case act as a criterion for assessing a person’s suitability for his place in the work collective, that is, for the social role he has assumed.

Full compliance with the role entails emotional satisfaction with interpersonal relationships, as well as joint activities in general. Complete satisfaction with work activity has a significant impact on the formation of the need for self-realization among police officers, and, consequently, an increase in performance indicators.

One type of expectation is the requirements of managers for employees. The features of this type of expectation include strict forms of subordination and internal regulations, such as military ones; special disciplinary rights of the manager. The requirements of the management team are an important link in managing the process of self-realization of the personality of an ordinary employee. Moreover, the consistency of these requests with legislative acts regulating various kinds of relations in the Ministry of Internal Affairs system is important: orders of the Ministry of Internal Affairs, the Code of Honor and internal regulations.

Speaking about the mechanism of action of these factors, namely the socio-psychological processes that develop the personality of a law enforcement officer. These are processes of socialization and identification that are inevitably present in the formation and development of the personality of a professional person. In our division there is a factor of staff turnover, which hinders the development of career growth and indicates an insufficiently high level of management of the division. In general, the department generally observes an average degree of self-realization among employees. However, the data obtained cannot be considered completely reliable and representative, since the study covered only one department of the internal affairs bodies.

Also, during testing, it is possible that employees may have a social desirability factor, which is very clearly reflected in the results of one of the subjects. In addition to the previously listed factors influencing the process of advancement of an internal affairs officer to the stage of self-realization, one more must be mentioned: the personal life of law enforcement officers. According to the study, 74% of police officers surveyed indicated that the specifics of their work have a direct impact on the occurrence of conflicts.

Moreover, the reasons were noted: irregular working hours (52% of cases); nervous overload at work (27% of cases). In this regard, the psychologist working with the personnel of the internal affairs bodies has another task: working with the families of employees of our department. So, speaking about the problem of personal growth of employees of PSBs in our region, it should be noted that in order to move from self-knowledge to actions to implement its results, several subjective conditions are necessary that could contribute to complete self-realization. In other words, having identified his strengths and weaknesses, a law enforcement officer must make a firm decision to do everything possible to develop his strengths and eliminate his shortcomings.

Surveys of the team showed that to achieve a level of self-realization with an organized meaningful influence on the consciousness of subordinates, it takes at least three to five years. At the same time, it is necessary to prevent the influence of factors of professional deformation, disorganization and the negative influence of external factors (socio-economic, criminal-subcultural, public opinion, etc.).

The concept of “career planning” includes determining the path of individual professional development. A career is understood, first of all, as an employee’s advancement up the career ladder; it is a part of his life associated with production, economic or professional activities. A career gives a person motives, goals, develops abilities, and expectations that can be realized. For each person, a successful career is understood in its own way, i.e. is subjective. Career planning means a preliminary understanding of the positions held in the future and the requirements for them. It is part of systemic personnel development. Hence, the career itself is systemic in nature.

Career as a system. If an enterprise systematically plans employee careers, this means that it uses modern principles of personally oriented personnel policy. The modern structure of a career as a production system includes six main positions:

" Space of movement." We are talking about the possibility of a career on the part of the enterprise through the “supply” of positions and occupations, which depends on organizational structures, staffing levels and the forms of the career itself or, in sports language, “treadmills”.

Reasons and grounds for movements. We are talking about the possibility of filling vacancies, the emergence of vacancies themselves that appear when positions are vacated, as well as when creating a certain environment around positions that are still occupied. There are many reasons why vacancies arise, for example, the creation of a position for a specific person who needs to be relieved of his current position.

Directions of movement. There are three directions: vertical, horizontal (rotation) and horizontal, forward-looking project team.

Movement profiles. They arise in the case of stability of the position held and are typical for large enterprises with a stable hierarchy and quite numerous homogeneous (homogeneous) positions. Career here is determined only by position on the hierarchical ladder, i.e. This is an option for vertical movement, but while maintaining the profile of responsibilities. This is not possible in small businesses.

Moving frequency And speed of progress. We are talking about a professional career, for example from an economist to a chief economist. It is determined by the time employees stay in their positions and depends primarily on the barriers that exist between the level of the hierarchy, as well as on the functional boundaries between related areas of work.

Activity level enterprises when resolving employee career issues. It involves carrying out activities in order to activate all the main characteristics of a career as one of the employee development systems. This position depends on legal regulation, the size of the enterprise and the dynamics of its development.

One approach to systematizing potential career moves is the so-called “portfolio of personal resources,” developed using performance criteria for development potential based on a survey of 55 managers at various career phases.

Guiding forces should occupy positions in which they have sufficient chances for success and freedom of action.

" People who like to ask questions contribute to the development and identification of organizational problems.

Performers of work are valuable because they see prospects for the development of at least their position and can contribute to success.

As for the so-called "fellow travelers"", then they work ineffectively, but with a conniving style of leadership in a bureaucratic organization they are able to disguise themselves as effective performers, simulating busyness and high performance. If the organization reaches a critical mass of “fellow travelers,” personal conflicts begin in it and questions about work disappear, because there is no work itself.

Using the Human Resources Portfolio as a guide, employees can understand their place in the organization and understand the reasons for their career situation. A move can occur as a result of a person’s own decision, however, if the position in the organization regarding such a decision is negative, then he, having sufficient activity, looks for ways to realize career goals at another enterprise or directs his energy to changing his position at this enterprise. If an employee has reached the heights of his own potential in career matters, then he directs energy to non-productive goals, to searching for a situation in which the remaining development potential can be used.

A number of career researchers include another variable in the HRP concept - “position mobility”. This refers to the use of the potential of an oriented direction, for example, when there is a need for a managerial career. In this case, individual measures are developed to analyze the situation and improve the employee’s abilities.

Career planning goals. The career system is always task-oriented.

Production goals. In general, such goals are strategically designated due to the fact that, with the help of career planning, the business and economic optimization of the enterprise is explored. Business optimization can be driven by career decisions that achieve the ideal balance between job requirements and employee qualifications. If several candidates apply for one vacant position, then when choosing one of them, you should be guided by production goals, which may conflict with the individual goals of other employees.

Solving employee career problems also includes economic optimization. Optimal matching of job requirements and employee qualifications makes it possible to better use the individual’s potential and contributes to the economic growth of the enterprise. It is clear that career planning contributes to productivity, motivation of employees and improves their personal development.

Individual goals. They are the basis of interconnected individual goals and determine the path to implementation. Here are ten possible career-oriented individual goals (Fig. 6.3).

An interesting structure of career motives was obtained as a result of a survey of 2,500 managers of Western companies who answered the question: “What could prompt you to change your current position?” The results of the survey were as follows:

higher income (42%);

greater competence and influence (38%);

greater independence (31%);

activities without instructions from above (26%);

better development opportunities (23%);

greater workplace safety (11%).

Age plays an important role in the structure of career motives. Research shows that approximately half of mature managers consider their career or professional aspirations to be vital. Among young management personnel, only 23 share this point of view. %.

Suggestions of possible career paths (forms of “treadmills”). The possibility of a career is determined, firstly, by the hierarchical structure of the enterprise and, secondly, by the economic state of the enterprise. Career incentives can be:

delegation of competence and responsibility to lower levels, formation of autonomous working groups;

use of rotation;

enterprise restructuring;

active work with the personnel reserve;

using the practice of understudy managers;

creation of project groups;

career "without a managerial position."

Career planning process. The optimal option for the career planning process is full compliance of production goals with individual ones, when an employee manages to occupy one of the positions in the production hierarchy in accordance with the structure of his capabilities, and the enterprise creates the necessary conditions for their implementation.

If individual career needs and its production system do not coincide, then negative consequences may occur for both parties, expressed in the fact that career-supporting personal potential is not realized in the best way in work results. Then “questioners” and “difficult employees” arise. A compromise in this case may be competition between employees in the process of group work, the effectiveness of which depends on interpersonal relationships that take on the nature of conflicts.

Negative consequences can be prevented or reduced if the goals of employees and the enterprise are identified, brought into line with each other, and only then activities are planned taking into account the production requirements of individual goals. To do this, it is proposed to carry out certain actions that create a career plan from the integrated components of personnel planning (personnel plan) (Fig. 6.5)

The collaboration process is not limited to the formulation of chains and their agreement. It also includes responsibility for the activities of the plan, and also involves joint activities aimed at achieving common goals. The positions they occupy and the time they work in them have a huge impact on the development of personnel.

When planning individual careers, the planning horizon is determined, which is necessary in connection with the dynamics of career requirements for positions, functional areas and Board levels.

Successful career planning is ensured by:

principle of performance;

careful analysis of chances for promotion;

planning for no more than one or two levels of the production hierarchy and for a short period of time - two to three years; accessible, open mechanisms for filling vacant positions;

knowledge of the “portfolio” of personal resources.

Thus, career plans are complex entities, so there may be multiple paths to advance toward each planned position. The enterprise, represented by, for example, the head of the personnel department, develops “for the employee” several alternative ways for his promotion.

When simultaneously planning several careers for a number of positions, the method of paired comparisons and tabular analysis of decisions can be used.

Often when planning a career, the “senior” principle is used, when age, experience, length of service at a given enterprise, parents, and marital status are taken into account. This principle finds application mainly in highly bureaucratic institutions, where achieving production goals is possible only if this principle does not contradict the qualifications of the employees for whom a career is planned. The “Signora” principle is adhered to by employees focused on safe work.

An employee career plan has a positive impact on the success of the enterprise only if the following requirements are met when drawing it up:

objective assessment of compliance with the qualifications of the position;

compliance of planned positions with personal development goals;

continuity of planning taking into account changed circumstances;

relationship between career and life path phases.

Often, employees' careers are planned by their managers. In this case, we are talking about the introduction of systematic and regular career planning within the framework of the developed centralized concept of personnel development and a corporate style of working with them.

On the river, this is the only way to get the kettle to boil.
If he notices that you're looking forward to it, he won't even make a noise.
You'd better step away and start eating as if you were
don't want tea? You shouldn't even look at the teapot. Then you
you will soon hear it gurgling, as if begging you to quickly make tea.

If you are in a hurry, it helps to speak loudly to each other,
that you don’t want tea at all and that you won’t drink it.
You go to the kettle so he can hear you and shout: “I don’t want tea!
And you, George? And George replies: “No, I don’t like tea, we’d rather drink lemonade.”

Jerome K. Jerome. Three in a boat

Career- this is the result of a person’s conscious position and behavior in the field of work, associated with official or professional growth.

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

Types and stages of career

It is possible to identify several fundamental trajectories of a person’s movement within a profession or organization, which will lead to different types of careers.

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

Intraorganizational career- is associated with the trajectory of a person’s movement in an organization. It can go along the line:

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

When meeting with a new employee, the HR manager must take into account the career stage that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Let's present a brief description of the career stages with the following table:

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

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

Personality type
Realistic	Focus on manipulating tools and mechanisms
Research	Search orientation
Artistic	Focus on emotional manifestations and self-presentation
Social	Focus on interacting with people
Entrepreneurial	Focus on influencing people
Conventional	Focus on manipulating data and information

Career choice

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

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

Another typology that can be used for career selection purposes is typology E.A. Klimova. All types of activities are divided by subject of labor:

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

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

Rice. 8.3. Typology of personalities by J. Holland

Type Ch - “a person is a person”, if the main, leading subject of work is people, groups, teams, communities of people.

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

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

An HR manager, as a rule, is faced with a professional who has already decided, but it is important to know how the person made his choice. The following main ones can be identified profession choice situations:

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

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

optant(option phase). A person is concerned about choosing or being forced to change a profession and makes this choice. There cannot be exact chronological boundaries here, as in relation to other phases, since age characteristics are set not only by physiological, but also by multidimensional cultural conditions;

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

adaptant(phase of adaptation, getting a young specialist accustomed to work). No matter how well the process of training a particular professional in an educational institution is organized, it never fits “like a key to a lock” to production work;

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

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

authority(the authority phase, like the mastery phase, is also summed up with the next one). A master of his craft, already well known in the professional circle or even outside it (in the industry, in the country). Depending on the forms of employee certification accepted in a given profession, he has certain high formal qualification indicators;

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

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

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

The list of professional and job positions in the organization (and outside it), which records the optimal development of a professional for occupying a certain position in the organization, is career chart, a formalized idea of ​​what path a specialist must take in order to gain the necessary knowledge and master the necessary skills to work effectively in a specific place.

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:

Subject planning	Events on career planning
Employee	Primary orientation and choice of profession Choosing an organization and position Orientation in the organization Assessing prospects and planning for growth Realization of growth
HR Manager	Pre-employment assessment Determination to the workplace Assessment of employee labor and potential Selection to the reserve Additional preparation Reserve work programs Promotion New planning cycle
Immediate supervisor (line manager)	Assessment of labor results Motivation assessment Professional Development Organization Incentive proposals Proposals for growth

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

Among the objective career conditions:

• career high point - the highest position existing in the particular organization in question;
• career length - the number of positions along the path from the first position occupied by an individual in an 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 located 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.

Depending on the objective conditions, an intra-organizational career can be promising or dead end- an employee can have either 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.

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Human Resources Management Denis Aleksandrovich Shevchuk

8.5. Career planning

8.5. Career planning

Career- this is the result of a person’s conscious position and behavior in the field of work, associated with official or professional growth.

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

Types and stages of career

It is possible to identify several fundamental trajectories of a person’s movement within a profession or organization, which will lead to different types of careers.

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

Intraorganizational career– is associated with the trajectory of a person’s movement in an organization. It can go along the line:

Vertical career – job growth;

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

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

When meeting with a new employee, the HR professional should take into account the career stage that he or she is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Let's present a brief description of the career stages with the following table:

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

Career choice

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

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

Another typology that can be used for career selection purposes is typology E.A. Klimova. All types of activities are divided by subject of labor:

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

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

Rice. 8.3. Typology of personalities by J. Holland

Type Ch - “a person is a person”, if the main, leading subject of work is people, groups, teams, communities of people.

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

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

An HR professional will typically be faced with a professional who has already made his or her choice, but it is important to know how the person made their choice. The following main ones can be identified profession choice situations:

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

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

optant(option phase). A person is concerned about choosing or being forced to change a profession and makes this choice. There cannot be exact chronological boundaries here, as in relation to other phases, since age characteristics are set not only by physiological, but also by multidimensional cultural conditions;

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

adaptant(phase of adaptation, getting a young specialist accustomed to work). No matter how well the process of training a particular professional in an educational institution is organized, it never fits “like a key to a lock” to production work;

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

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

authority(the authority phase, like the mastery phase, is also summed up with the next one). A master of his craft, already well known in the professional circle or even outside it (in the industry, in the country). Depending on the forms of employee certification accepted in a given profession, he has certain high formal qualification indicators;

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

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

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

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

The list of professional and job positions in the organization (and outside it), which records the optimal development of a professional for occupying a certain position in the organization, is career chart, a formalized idea of ​​what path a specialist must take in order to gain the necessary knowledge and master the necessary skills to work effectively in a specific place.

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

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

Among the objective career conditions:

The career high point is the highest position existing in the particular organization in question;

Career length is the number of positions along the path from the first position occupied by an individual in an organization to the highest point;

The position level indicator is 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 located at a given moment in his career;

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

Depending on the objective conditions, an intra-organizational career can be promising or dead end– an employee can have either a long career path or a very short one. When hiring a candidate, the HR specialist 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.

This text is an introductory fragment. From the book Hotel Business. How to achieve impeccable service author Balashova Ekaterina Andreevna

New position: career planning, forms of support for employee professional growth Recently, the creation of additional opportunities for career growth in hotels has been perceived as one of the main tasks of the personnel service. Hold

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Career planning The next stage of the discussion is career planning. The question “What is my role in the company?” is inseparable from the question “How am I doing my job?” When planning your career, prefer those paths of its development that will bring real benefits

From the book Human Resource Management for Managers: A Study Guide author

Career and development planning A. Mayo describes various career management systems, calling them: individual career planning processes, collaborative career planning processes, and organizational processes18. Individual planning processes

From the book Organizational Behavior: A Study Guide author Spivak Vladimir Alexandrovich

9.2. Career as a form of development of an employee’s labor potential. Career planning Historically, the idea of ​​a career is associated with the advancement of an employee up the career ladder of an organization within the framework of the type of activity that he chose at the beginning of his career

From the book Human Resource Management: A Study Guide author Spivak Vladimir Alexandrovich

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author Doskova Lyudmila

10.5. Career and development planning A. Mayo describes various career management systems, and these systems are named as follows: individual career planning processes, collaborative career planning processes, and organizational processes. Processes

From the book Human Resource Management author Shevchuk Denis Alexandrovich

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6.1. Career planning and development in a modern organization Vocational training prepares an employee to perform various production functions traditionally associated with a specific position. During his professional life, a person

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These are your active actions to achieve success in your professional activities. It is closely related to professional growth and mastery. It is not only the goal itself, but the movement towards this goal. A successful career turns out to be the case when a person knows in advance not only what he wants, but also why he needs it, what he will do after achieving his goal.

Planning a professional path is the process of creating a step-by-step goal achievement, taking into account the “human factor” (i.e., patterns of human development, mental characteristics, etc.). Before planning a professional career, it is necessary to find out the person’s attitude towards it, the general emotional mood, what you mean by the concept of a career, because it is difficult, and perhaps impossible, to strive for a goal that you do not know what to call. It is also important to know what your level of motivation is. The level of motivation for activity depends on the motivation of a person to perform work tasks by activating his volitional sphere. Psychological factors involved in a specific motivational process and determining decision-making can include moral control, abilities, inclinations, external situation, etc. It often happens that a person takes specific actions without the motivation to achieve success.

A professional career is characterized by the fact that a person goes through various stages of development in his working life: choosing a professional path, training, entering a job, professional growth, supporting individual professional abilities, etc. It is important to remember that a career does not begin at the moment of appointment to any -position, and at the time of choosing the area in which you can apply your abilities. The main condition for a successful career is the right choice of profession. The solution to this problem is based on taking into account several factors.

Factor 1

You need to know well the world of professions and the requirements that apply to a person performing a particular job. Clarify for yourself the formula of the chosen profession, taking into account possible backup options.

Factor 2

You need to correctly determine your interests and inclinations, assess your capabilities, health, abilities and compliance with the requirements of your chosen profession.

Factor 3

It is necessary to study the state of the labor market, its needs and regional characteristics.

Factor 4

It is necessary to proceed from real opportunities for obtaining education, retraining and advanced training.

Having done all this, you will be able to select for yourself several professions that interest you, and among them, find your one and only one, outline your professional route, and choose an individual path to achieving your goal.

Horizontal and vertical career

Distinguish horizontal career- this is the growth of professional skills. It can develop in two directions: deepening and expanding. In the first option, you will try to master more complex forms of work, and as a result you will be able to perform operations that other specialists cannot do. At the same time, you will be respected and appreciated by both management and work colleagues. If you expand your professional capabilities, you can master related professions, which will give you independence from others and versatility when performing work. This path is also welcomed by management and colleagues.

In addition to horizontal, there is vertical career or administrative- this is growth in position and is associated with the ability to organize work. Qualities that define career success in professions it is:

• education;
• systematic and analytical thinking, the ability to predict the development of a situation, anticipate the outcome of a decision, the ability to think broadly and realistically at the same time;
• communication skills, effective interpersonal skills, insight, the ability to exert psychological influence and influence on other people;
• high level of self-regulation, ability to manage one’s condition, development of self-control, stress resistance;
• business orientation; activity, perseverance and determination, focus on decision-making, ability to solve non-standard problems and tasks, desire for constant improvement of professionalism;
• realistic perception of one’s capabilities and abilities, high self-esteem (real perception of oneself, without self-deprecation).

Steps to building a professional career

Planning a professional career is a continuous process that lasts throughout your professional life. What steps do you need to take to build your career?

First step- this is a conscious and independent choice of profession, which requires from you continuous work effort, creative search for yourself, knowledge of your individual capabilities, your calling and your limits.

Second step- thinking through and drawing up (on your own or with the help of specialists) a personal professional and life plan, taking into account your abilities and possible obstacles and working out backup options in case of failure.

Third step- your receipt of professional education, which has a great impact on the success of self-realization, career success, gaining public recognition, developing your abilities, achieving material well-being, and the like. In addition, in the modern world, professional knowledge and skills become outdated extremely quickly. Today the demand for readiness and ability to retrain and improve qualifications sounds more and more insistent. Without this condition, it is impossible not only to advance, but sometimes even to simply stay in your place.

Fourth step- this is the ability to find and get a job. It is important to have:

• positive attitude towards employment;
• the ability to effectively search and find information about jobs;
• the ability to correctly compose documents necessary when searching for a job and finding employment, the ability to correctly write a resume;
• the ability to provide information about yourself over the phone so that they want to meet you and get to know you better;
• the ability to build a conversation with a potential employer so that he wants to hire you and offer decent working conditions and pay.