The term "development" is often applied to personnel or human resources.

A.P. Egorshin defines "human resource development" as a complex and continuous process of comprehensive development of the personality of the organization's employees in order to increase the efficiency of their work.

According to V.M. Maslova, personnel development is a set of activities aimed at developing the human potential of organizations.

In the interpretation of P.E. Schlender, human resource development is a system of activities aimed at supporting trainable employees, disseminating knowledge and best practices, training young qualified employees, awareness management personnel the importance of employee development and reducing staff turnover.

According to the definition of R. Harrison, strategic development staff, labor resources represents "the development that comes from a clear understanding of the capabilities and potential that works in the strategic structure of the business as a whole." Personnel development is one of the most important factors in the success of an organization.

Personnel development - a set of organizational and economic measures of the personnel management service:

On training, retraining, advanced training of personnel;

On professional adaptation;

Evaluation of candidates for a vacant position;

According to the current periodic evaluation of personnel;

Business career planning;

Working with personnel reserve.

The process of learning a person takes place throughout his conscious life. Primary education is carried out in schools, technical schools, colleges and lyceums. Secondary training takes place in universities, institutes and faculties of advanced training and retraining of personnel, in training centers, specially organized courses and seminars, etc. The purpose of training is to receive education.

Education is the process and result of the assimilation of systematized knowledge, skills and behaviors necessary to prepare a person for life and work. The level of education is determined by the requirements of production, the scientific, technical and cultural level, as well as social relations. Education is divided into two types: general and vocational. Education must be continuous.

Continuous education is the process and principle of personality formation, which provides for the creation of such education systems that are open to people of any age and generation and accompany a person throughout his life, contribute to his constant development, involve him in the continuous process of mastering knowledge, skills, abilities and methods. behavior (communication). Continuous education provides not only advanced training, but also retraining for changing conditions and stimulation of continuous self-education.

Vocational education as a process is one of the links unified system continuous education, and as a result, a person's preparedness for a certain type of work activity, profession, confirmed by a document (certificate, diploma, certificate) of graduation from the relevant educational institution.

Personnel training is the main way to get professional education. This is a purposefully organized, systematically and systematically carried out process of mastering knowledge, skills, abilities and ways of communication under the guidance of experienced teachers, mentors, specialists, managers, etc.

There are three types of training: training, advanced training and retraining of personnel.

Personnel training - systematic and organized training and release of qualified personnel for all areas of human activity, possessing a set of special knowledge, skills and methods of communication.

Professional development of personnel - training of personnel in order to improve knowledge, skills and methods of communication in connection with the growth of requirements for the profession or promotion.

Retraining of personnel - training of personnel for the purpose of mastering new knowledge, skills, abilities and ways of communication in connection with mastering new profession or changing requirements for the content and results of work.

Patriotic and Foreign experience developed three concepts for training qualified personnel, the essence of which is given below.

The concept of specialized training is focused on today or the near future and is relevant to the respective workplace. Such training is effective for a relatively short period of time, but, from the employee's point of view, contributes to job retention, and also strengthens self-esteem.

The concept of multidisciplinary learning is effective with economic point vision, as it increases the intra-production and non-production mobility of the worker. However, the latter circumstance represents a known risk for the organization where the employee works, since he has a choice and is therefore less tied to the appropriate workplace.

The concept of personality-oriented learning aims to develop human qualities, inherent in nature or acquired by him in practical activities. This concept applies primarily to personnel with a tendency to scientific research and having the talent of a leader, teacher, politician, actor, etc.

Thus, the subject of training is: knowledge - theoretical, methodological and practical, necessary for the employee to perform his duties in the workplace; skills - the ability to perform the duties assigned to the employee at a particular workplace; skills - a high degree of ability to apply the acquired knowledge in practice, skills involve such a measure of mastering the work when conscious self-control is developed; ways of communication (behavior) - a form of life of the individual, a set of actions and actions of the individual in the process of communicating with the surrounding reality, the development of behavior that meets the requirements of the workplace, social relations, communication skills.

The characteristics of the types of training are presented in Table. 4.1. Separate types learning should not be considered in isolation from each other. Purposeful training of qualified personnel implies a close connection and coordination between these types of training.

Table 4.1

Characteristics of the types of personnel training

Type of training	Characteristics of the type of training
1. Professional training	Acquisition of knowledge, skills and training in communication methods aimed at performing certain production tasks. The training is considered completed if the qualification for the exercise is obtained. specific activity(studied youth)
1.1. Vocational initial training	Development of knowledge, skills and ways of communication as a foundation for further professional training (for example, bachelor's training)
1.2. Professional specialized training	Designed to obtain a specific professional qualification. Deepening knowledge and abilities in order to master a certain profession (for example, specialist, master)
2. Professional development (training)	Expansion of knowledge, abilities, skills and ways of communication in order to bring them into line with modern production requirements, as well as to stimulate professional growth (workers employed in production with practical experience are trained)
2.1. Improvement of professional knowledge and abilities	Bringing knowledge and abilities in line with the requirements of the time, their actualization and deepening. Specialists are trained (horizontal mobility)
2.2. Professional development for career advancement	Preparation for performance of qualitatively higher tasks. Managers are trained (vertical mobility)
3. Professional retraining (retraining)	Obtaining knowledge, skills and mastery of learning methods (behavior) for mastering a new profession and a qualitatively different professional activity (employed in production or unemployed workers with practical experience are trained)

The training needs of qualified personnel must be considered differentiated, i.e. by target groups or target individuals, in order to develop a quality program vocational training for a specific worker. For individual target groups, the main tasks are identified (Table 4.2).

Table 4.2

Learning objectives for individual target groups

Target group	The main objectives of training
1. Learning youth	Theoretical initial training outside the field of activity combined with practical training in the specialty at the workplace (the so-called dual education system: vocational school - production)
2. Specialists with experience	Advanced training to deepen special knowledge in the specialty
3. Managers with experience	Working out behavior in case of conflict situations, conducting negotiations, decision-making methodology, developing restraint, etc.

Training can be carried out at the workplace and outside the workplace (in-house and out-of-work training). The criteria for choosing the type of training are: on the one hand, income (training leads to an increase in economic performance), on the other hand, impressive costs. Where income from vocational training is difficult to quantify, costs are relatively easy to quantify. Out-of-work training is associated with significant variable costs, in-house training with significant but fixed costs, since a certain number of people are employed in the field of training and there is an appropriate infrastructure. The training of qualified personnel in their own production has advantages: the training methodology is compiled taking into account the specifics of the organization, the transfer of knowledge is carried out in a simple visual way, the result is easily controlled. In contrast, non-productive training of qualified personnel is usually carried out by experienced teachers in a wide range of their experience, but the needs of the organization are not always sufficiently taken into account.

In table. 4.3. the methods of vocational training in the workplace are given. This form of training is carried out with a specific task statement at the workplace.

Table 4.3

Methods for training personnel in the workplace

Teaching method
1. Directed learning	Systematic planning of on-the-job training, the basis of planning is individual plan vocational training, which sets out the learning objectives
2. Production briefing	Information, introduction to the specialty, adaptation, familiarization of the student with his new working environment
3. Change of workplace (rotation)	Gaining knowledge and gaining experience as a result of a systematic job change. As a result, for a certain period of time, an idea is created about the versatility of activities and production tasks (special programs for the young generation of specialists)
4. Use of employees as assistants, trainees	Training and familiarization of the employee with the problems of a higher and qualitatively different order of tasks, while at the same time accepting some share of the responsibility
5. Preparation in project teams	Collaboration carried out for educational purposes in project teams created in the enterprise to develop large, time-limited tasks

The methods of vocational training outside the workplace are intended, first of all, to obtain theoretical knowledge and to teach the ability to behave in accordance with the requirements of the production environment (Table 4.4).

The training of qualified personnel is effective if the costs associated with it will be lower in the long term than the costs of increasing labor productivity due to other factors or the costs associated with errors in hiring labor.

Table 4.4

Methods for training personnel outside the workplace

Teaching method	Characteristic features of the method
1. Lectures	Passive teaching method, used to present theoretical and methodological knowledge, practical experience
2. Programmed training courses for obtaining theoretical knowledge	More active learning method, effective for gaining theoretical knowledge
3. Conferences, seminars	active method learning, participation in discussions develops logical thinking and develops ways of behavior in various situations
4. The method of training management personnel, based on the independent solution of specific tasks from industrial practice	Modeling the organizational problem that the members of the group must solve. Allows you to combine theoretical and practical skills, provides for information processing, constructive-critical thinking, development of creativity in decision-making processes
5. Business games	Learning how to behave in various production situations, when negotiating, and role holders must develop alternative points of view
6. Methods for solving production economic problems through models	Modeling processes occurring in competing organizations. Students distribute among themselves the roles of fictitious organizations competing with each other. With the help of the initial data, the trainees should make the appropriate decisions for several stages of production of products or services (production, marketing, financing, personnel issues)
7. Working group (“instead of studying”)	Young professionals develop specific solutions to the problems of managing the organization, united in working groups. The proposals developed in the working groups are transferred to the management of the organization, which considers the proposals, makes decisions on them and informs working group on acceptance or rejection of its proposals

Raise professional excellence has a positive impact on the guarantee of job retention, promotion opportunities, expansion foreign market labor, on the size of the organization's income, on self-esteem and opportunities for self-realization.

At present, such a form of personnel development as “coaching” has become widespread, the main task of which is to help managers and specialists in making difficult decisions independently, taking into account the characteristics of the organization itself and the specifics of its environment, improving skills and achieving the highest personal results.

There are many definitions of coaching, for example:

Coaching is the art of helping the performance, learning and development of another person.

Coaching is a system for realizing the joint social, personal and creative potential of participants in the development process in order to obtain the maximum possible effective result.

Through coaching, effective and high quality work, self-respect. This is especially important for senior managers, since the prosperity of the organization primarily depends on their skills and abilities.

The areas of application vary:

career coaching;

Business coaching;

Life coaching.

Career coaching in Lately call career counseling, which includes assessment of professional opportunities, assessment of competencies, career planning counseling, choice of development path, support in finding a job, etc., related issues.

Business coaching is aimed at organizing the search for the most effective ways to achieve the goals of the organization. At the same time, work is carried out with individual leaders of the organization and with teams of employees.

Life coaching consists of individual work with a person, which is focused on improving his life in all areas (health, self-esteem, relationships).

Coaching participants differ in:

Individual coaching;

Corporate (group) coaching.

By format:

Face-to-face (personal coaching, photo coaching);

Correspondence (Internet coaching, telephone coaching) types of coaching.

Certification of personnel of organizations of the main management link - a procedure for determining qualifications, knowledge, practical skills, business and personal qualities employees, the quality of work and its results and the establishment of their compliance (non-compliance) with the position held. The purpose of certification is the rational placement of personnel and their effective use. Personnel appraisal serves as a legal basis for transfers, promotions, awards, sizing wages as well as demotions and layoffs. Certification is aimed at improving the qualitative composition of personnel, determining the degree of workload of employees and using them in their specialty, improving the style and methods of personnel management. It aims to find reserves for growth in increasing labor productivity and the employee's interest in the results of his work and the entire organization, the most optimal use of economic incentives and social guarantees, as well as creating conditions for a more dynamic and comprehensive development of the individual.

There are four types of certification of employees (managers, specialists and other employees): regular certification, certification after probationary period, certification during promotion and certification when transferred to another structural unit.

The next attestation is obligatory for everyone and is carried out at least once every two years for the management staff and at least once every three years for specialists and other employees.

Certification after the probationary period is carried out in order to develop reasonable recommendations for the use of the certified employee based on the results of his labor adaptation in a new workplace.

Certification during promotion should identify the employee's potential and the level of his professional training to occupy a higher position, taking into account the requirements of a new workplace and new responsibilities.

Certification when transferring to another structural unit is carried out in cases where a significant change occurs official duties and the demands of the new job. The list of positions subject to certification, and the timing of its implementation are established by the head of the organization in all divisions of the organization.

Certification takes place in four stages: the preparatory stage, the stage of assessing the employee and his work, the stage of certification, the stage of making a decision on the results of certification.

At the preparatory stage, an order is issued to conduct certification and approve the composition of the certification commission, a regulation on certification is developed; a list of employees subject to certification is compiled; reviews-characteristics (assessment sheets) and attestation sheets for those being certified are being prepared, labor collective on the timing, objectives, features and procedure for certification.

Certification is carried out on the basis of schedules that are brought to the attention of the certified at least one month before the start of certification, and the documents for the certified are submitted to the certification commission two weeks before the start of certification.

The composition of the certification commission is approved by the head of the organization on the proposal of the head of the personnel management service. The attestation commission is headed by a chairman (head of a department or organization). The deputy chairman of the commission is the deputy head of the organization for personnel or the head of the personnel management service. The secretary of the commission is the leading employee of the personnel management service. Members of the attestation commission are appointed from among the employees of the organization's departments. The attestation commission works without interruption from the main job duties in combination.

The secretary of the commission prepares the attestation sheets, and the reviews-characteristics of those being certified are their immediate superiors. The preparatory stage ends two weeks before the start of the certification, so that the members of the commission can familiarize themselves with the documents for the candidates in advance.

At the stage of assessing the employee and his work activity, expert groups are created in the departments where the certified ones work. They include: the immediate supervisor of the person being certified, a higher manager, one or two specialists of this unit, an employee (employees) of the personnel management service. The expert group, according to the appropriate methodology, evaluates the indicators of the level of knowledge, abilities, skills, quality and results of the work of the person being certified.

The stage of attestation consists in a meeting of the attestation commission, to which the attestees and their immediate supervisors are invited; consideration of all materials submitted for certification; hearing attested and their leaders; discussion of certification materials, statements of invitees, formation of conclusions and recommendations on certification of employees.

The attestation commission, taking into account discussions in the absence of the person being attested by open voting, gives one of the following assessments: corresponds to the position held; corresponds to the position held, subject to improvement of work, implementation of the recommendations of the certification committee and re-certification in a year; does not match the position.

Evaluation of the activities of an employee who has passed the certification, and the recommendations of the commission are entered in the evaluation sheet. The sheet for assessing activities and personal qualities is filled in by the immediate supervisor of the person being certified and a representative of the personnel management service. The certified person gets acquainted with the contents of the sheet no later than two weeks before the certification.

The results of the attestation are recorded in the attestation sheet and communicated to the person being attested immediately after voting.

The meeting of the attestation commission is documented in a protocol signed by the chairman and secretary of the commission. The protocol of the meeting of the commission is filled in for all attestees who were heard during one meeting.

At the stage of decision-making based on the results of certification, a conclusion is formulated taking into account:

Conclusions and proposals set out in the review of the head of the person being certified;

Assessments of the activity of the person being certified, the growth of his qualifications;

Evaluation of business, personal and other qualities of the certified person and their compliance with the requirements of the workplace;

The opinions of each member of the commission expressed during the discussion of the activities of the person being certified;

Comparison of the materials of the previous certification with the data at the time of certification and the nature of data changes;

Opinions of the most certified about his work, about the realization of his potential.

Particular attention is drawn to the observance of the certified labor discipline, the manifestation of independence in solving the tasks set, the desire for self-improvement, and the professional suitability of the employee.

The attestation commission makes recommendations on promoting the person being certified to a higher position, rewarding him for his achievements, increasing wages, transferring to another job, dismissing him from his position, etc. The conclusions and recommendations of the attestation commission are used in the future to form personnel policy administration of the organization and personnel management services.

In the development of the organization's personnel, personnel rotation is also important.

Personnel rotation - a method of formal nomenclature passage of key positions by specialists various levels to accelerate their career and professional growth. Rotation acts as a form of staff development.

Staff rotation implies a planned official movement or a significant change in the job responsibilities of an employee. In general, the intensive use of rotation is considered a positive factor and has a beneficial effect on the final result. It is necessary to move people “horizontally” due to the fact that a long stay in one position reduces labor motivation, the employee limits his horizons to one area, gets used to shortcomings, and ceases to enrich his activities with new methods and forms. Changing places makes it possible to compare situations, quickly adapt to new conditions.

Rotation is often used to train university graduates who are just starting their professional careers. In Western corporations, the rotational stage of a manager's business career can last several years, during which he moves from one department to another or from one office to another, which is sometimes located on the other side of the globe.

Personnel rotation is classified according to the frequency (speed) of movement: annual, monthly, daily.

Depending on the trajectory of movement, the rotation is divided into: 1) circular, when the employee, having completed a number of positions over a certain period of time, returns to his position again; 2) irrevocable, when the movement occurs without returning to its “starting” position; 3) castling, in which two employees of the same level change places. The latter type of rotation is actively used by Japanese organizations. So, in Sony and Honda corporations, it is considered normal if the head of the sales department changes positions with a supply colleague.

According to the level of specialization, the following rotation of personnel is distinguished: in another specialty; in a related specialty; with a change in the nature of the work, but in the same specialty; rotation, when the nature of the work does not change much.

By goals - personnel rotations are divided into movements for:

Leadership training;

Changes in the situation of people (when a person has held a position for a long time and wants to gain new knowledge, skills in another place);

Preventing or resolving conflicts;

Training of specialists as generalists;

Ensuring the interchangeability of people in case of illness, vacations, etc.;

Finding a more suitable position for an employee in case of unsatisfactory results in the old position;

Increasing the degree of cohesion of the employees of the organization, strengthening communications between them, etc.

Sometimes there is also a classification of staff rotations in the vertical direction of movement, according to which its varieties are promotion and demotion.

Some authors divide personnel rotation into interorganizational (transfer to another organization) and intraorganizational. With interorganizational rotation, there is often a return to the previous organization or management body, but to a higher position. Sometimes rotation is understood as any movement of a person throughout his working life.

Business career - the progressive advancement of a person in any field of activity, a change in skills, abilities, qualifications and remuneration associated with the activity; moving forward along the once chosen path of activity, achieving fame, fame, enrichment. For example, getting more powers, higher status, prestige, power, more money. A career is not only promotion. You can talk about a career as an occupation, activity. For example, a managerial career, a sports career. A person's life outside of work has a significant impact on a business career, is part of it.

A business career begins with the formation of the employee's subjectively conscious own judgments about his/her labor future, the expected way of self-expression and job satisfaction. There are several types of careers.

An intra-organizational career means that a particular employee in the course of his professional activity goes through all stages of development. A particular employee goes through these stages sequentially within the walls of one organization. This career can be specialized or non-specialized.

An interorganizational career means that a particular employee goes through all stages of development in the course of his professional activity. The employee goes through these stages sequentially, working in various positions in different organizations. This career can be specialized or non-specialized.

A specialized career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of a career. A particular employee can go through these stages sequentially both in one and in different organizations, but within the framework of the profession and field of activity in which he specializes. For example, the head of the sales department of one organization became the head of the sales department of another organization. Such a transition is associated either with an increase in the amount of remuneration for work, or with a change in content, or with the prospects for promotion. Another example: the head of the personnel department was appointed to the position of deputy. HR director of the organization where he works.

Non-specialized careers are widely developed in Japan. The Japanese firmly believe that a leader should be a specialist capable of working in any area of ​​the organization, and not in any particular function. Climbing the corporate ladder, a person should be able to look at the organization from different angles, without staying in one position for more than three years. So, it is considered quite normal if the head of the sales department changes places with the head of the supply department. An employee can go through the stages of this career both in one and in different organizations.

A vertical career is the type of career most often associated with the very concept of a business career, since in this case the promotion is most visible. A vertical career is understood as a rise to a higher level of the structural hierarchy (promotion, which is accompanied by a higher level of remuneration).

Horizontal career - a type of career that involves either 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, playing the role of the head of a temporary target group, program, 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). The concept of a horizontal career does not mean an indispensable and constant movement up the organizational hierarchy.

A step career is a type of career that combines elements of horizontal and vertical types of career. The promotion of an employee can be carried out by alternating vertical growth with horizontal, which gives a significant effect. This type of career is quite common and can take both intraorganizational and interorganizational forms.

Hidden career - the type of career that is the least obvious to others. It is available to a limited circle of employees, usually with extensive business connections outside the organization. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that are inaccessible to other employees, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, confidential appeals, and certain important assignments from management. Such an employee may hold an ordinary position in one of the divisions of the organization. However, the level of remuneration for his work significantly exceeds the remuneration for work in his position. In the process of implementing a career, it is important to ensure the interaction of all types of careers.

Employees often 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 and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

Business career management is a set of activities carried out by the personnel department of organizations to plan, organize, motivate and control the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, and also based on the goals, needs, capabilities and social economic conditions of the organization. Each individual employee also manages his business career. Business career management allows you to achieve the employee's devotion to the interests of the organization, increase labor productivity, reduce staff turnover and more fully reveal the abilities of a person.

Any person plans his future, based on his needs and socio-economic conditions. When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also pursues specific goals, the hired person needs to be able to realistically assess his business qualities. A person must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.

Career Goals:

Engage in a type of activity or have a position that corresponds to self-esteem and therefore delivers moral satisfaction;

Get a job or position that meets self-esteem, in an area whose natural conditions favorably affect the state of health and allow you to organize a good rest;

To occupy a position that enhances opportunities and develops them;

Have a job or position that is creative in nature;

To work in a profession or hold a position that allows you to achieve a certain degree of independence;

Have a job or position that pays well or allows you to simultaneously receive large side incomes;

Have a job or position that allows you to continue active learning;

Have a job or position that simultaneously allows you to take care of raising children or housework.

Career planning in an organization can be handled by the HR manager, the employee himself, his immediate supervisor (line manager). The main career planning activities specific to different planning subjects are presented in Table. 4.5.

Table 4.5

Essential Career Planning Activities

Subject of planning	Career planning activities
Employee	Primary orientation and choice of profession. Choice of organization and position. Orientation in the organization. Assessment of prospects and designing growth. Realizing Growth
Manager staff	Job evaluation. Definition on workplace. Evaluation of the work and potential of employees. Reserve selection. Additional preparation. Reserve programs. Promotion. New planning cycle
Direct supervisor (line manager)	Evaluation of labor results. Motivation assessment. Organization of professional development. Proposals for incentives. Growth Suggestions

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

Service and professional promotion - a series of progressive movements in various positions, contributing to the development of both the organization and the individual. Movements can be vertical and horizontal. This is the sequence of various stages (positions, jobs, positions in the team) proposed by the organization that an employee can potentially go through. The system of service and professional promotion is a set of means and methods of promotion of personnel used in various organizations. In management practice, two types of job promotion are distinguished: promotion of a specialist and promotion of a manager.

At present, the main efforts in personnel policy are focused on creating a well-trained pool of candidates for the positions of leaders of the new formation, who are able to master a new area of ​​work in a short time and ensure the effective solution of their tasks.

In order for the entire chain of the organization to work smoothly, management must constantly work to increase its potential in every possible way, constantly developing personnel.

To develop the potential of employees, organizations use the following methods: professional orientation and social adaptation in the team; grade production activities; reward system; vocational training, education, advanced training; career advancement; career management.

One of the most important problems personnel work in organizations when accepting and moving personnel - adaptation management.

Adaptation is the process of active adaptation of a person to a new environment. Also, adaptation is a process of mutual adaptation of an employee and an organization, which is based on the gradual entry of an employee into new professional, social, organizational and economic working conditions. Adaptation is defined as the process of learning the mechanism of power, ideology, rules of the organization and job responsibilities.

Entering a job in an organization, a person has certain goals, needs, norms of behavior, in accordance with which he makes certain demands on the working conditions created in the organization, and his motivation. The process of labor adaptation will be the more successful, the more the norms and values ​​of the team are or become the norms and values ​​of an individual employee, the faster and better he accepts, assimilates his social roles in the team.

There are 2 types of adaptation:

Primary - this is the adaptation of young employees who do not have professional experience;

Secondary is the adaptation of employees with professional experience.

A high percentage of turnover in organizations is observed during the first few months after entering a job. Practice shows that 90% of people who quit their jobs during the first year made this decision already on the first day of their stay in new organization. As a rule, a newcomer to the organization faces a large number of difficulties, most of which are generated precisely by the lack of information about the work procedure, location, characteristics of colleagues, etc. This process, which is often called the "introduction crisis", is costly to the organization and has an impact on the moral atmosphere in the organization, the motivation of staff and, accordingly, on customer satisfaction. Therefore, HR departments are obliged to make sure that the process of adaptation of new employees is less painful. In addition, information about how this process is organized in a unit can tell a manager a lot about the degree of development of the team, the level of its cohesion and internal organization.

A clear program is needed that would increase the motivation of new employees and turn adaptation into a key factor in long-term staff retention.

High results in the management of organizations are achieved only when the staff has the knowledge, skills and attitude necessary to ensure that the efforts made are effective.

After hiring, training becomes the main factor in ensuring the development of the skills, abilities and attitudes of personnel necessary for the good performance of work.

Modern organizations operate in a rapidly changing environment. Therefore, the knowledge and skills of the people working there must be constantly updated and meet all the requirements of quality service. Currently, education and training in the organization must be continuous.

Today, many leaders of organizations understand that investing in training is the key to business competitiveness. It is much cheaper for employers to train their own employees than to find and poach already trained specialists. The training of qualified personnel is thus a special form of capital investment.

The system of intra-organizational training is the most effective, since it is the least expensive and closest to the needs of a given organization. It provides the principles of continuity of learning, its flexibility and practical orientation. This form of training will make it possible to link the goals and objectives of study with the overall strategy of the organization, to exercise targeted control over its effectiveness in the learning process, and to link theory with practice.

To develop the qualification level of personnel, the management of organizations should conduct continuous professional training. For the personnel of organizations, special business training programs should be developed - short refresher courses.

The main part of the training is an analysis of theoretical material, which is fixed role playing or individual assignments. At the end of the training, a test is conducted to check how well people have learned the information.

Trainings for organizations according to their semantic orientation can be divided into groups:

Self-organization;

Teamwork;

Organization of personnel work;

Work with external organizations;

Customer orientation;

Professional skills.

The peculiarity of trainings on self-organization is that they are aimed at developing abilities that improve the activities of a specialist. As part of these trainings, people are taught how to effectively manage time, correctly identify priorities and be proactive about work. The second group of trainings aims to teach people to coordinate their actions with the activities of colleagues. The third group is intended mainly for the management of organizations. Leaders are taught effective motivation subordinates, delegation of authority, teach technologies of leadership and control, conflict management. The fourth group is aimed at developing the ability of managers to interact with external agents and partners. The fifth group is aimed at creating a friendly climate for the client in organizations. The sixth group is aimed at the personnel of certain departments of the organization.

Conducting training courses requires a certain material and technical base, the availability of classrooms, video equipment, computers, as well as employees - specialists in this field. But small organizations often do not have such opportunities. But this does not mean that the personnel of such organizations should not improve their professional level.

The objective result of training is to reduce conflict situations, increase customer satisfaction with service, improve the image of the organization, increase sales. The employees' knowledge is structured, their motivation to work increases, the emotional climate in the team improves, the corporate culture is created and strengthened.

Personnel development in modern conditions is extremely important, as it significantly increases the competitiveness of the organization in the market. The development of employees can significantly improve the quality of management within the organization, significantly increases the professional level of staff, which, in turn, leads to an increase in labor productivity. In addition, the development of the organization's employees helps to more successfully apply innovative technologies and implement promising solutions both in the field of organization management and in the field of production.

Sometimes the development of employees in an organization is simply vital, and this is due to certain periods of the evolution of the organization or problems in the process of doing business.

For example, the level of staff training may be insufficient if the organization changes its business strategy, sales policy or modernizes production. A large takeover or merger of organizations also requires higher staff training.

The process of bringing the organization to the leaders directly depends on the increase in the level of personnel. As a rule, the personnel management service in the organization carries out the development of employees. The entire range of activities related to this process lies on the shoulders of the personnel management service. Successful development of employees can be carried out in 5 main stages (Fig. 4.1):

Identification of development needs. Need is the gap between desired and actual performance. Real indicators are determined by various methods: personnel assessment, analysis of the organization's performance, survey of managers and employees, analysis of layoffs, etc. Desired indicators are determined by auditing development plans. The needs can be different, this is the development of managerial abilities, the development of professional skills and qualities - it all depends on the goals of the organization. In addition, there may be behavioral needs associated with corporate culture. The main thing is to determine the difference between the desired and the existing, in order to plan in which direction to develop employees.

Coordination of organization goals and personnel development. Each organization has its own business strategy, plans and goals. The development of employees should be carried out and correspond exactly to the tasks that the organization is currently facing. Therefore, the development of employees and the development of the organization must be synchronized. Control over these two processes is carried out by the management of the organization together with the personnel management service.

Improvement of the development plan. The development plan should contain a list of activities, time frames, necessary financial, material and human resources for each event. In addition, the circle of participants must be determined. It should be noted that it is necessary to focus training on the key "players" in the organization, on which, ultimately, the achievement of the results of the organization as a whole depends. Control over the implementation of the personnel development plan is carried out by personnel service. Employee development can be carried out in four areas:

Development through training (trainings, seminars);

Development through practice (management and participation in projects, internships in other organizations and abroad, staff rotation);

Independent development (studying educational literature, attending conferences and round tables, using computer programs training);

Development through training others (mentoring, training for others);

Creation of personnel reserve.

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

In terms of its qualitative and quantitative composition, the reserve of managerial personnel should correspond to the existing organizational and staff structures, taking into account the prospects for their development. The reserve is created for all, without exception, the positions of managers exercising management functions at a specific level.

The formation of the reserve is carried out on the basis of the conclusions attestation commissions based on an objective comprehensive assessment of information about the business and personal qualities of candidates for senior positions. At the same time, the conclusions of such commissions should be based on an analysis of the specific results of the professional activity of specialists achieved at various stages of their work in the management system. At the same time, special attention is paid to the level of professional and general education, organizational and analytical skills, a sense of responsibility for the results of work, dedication, the ability to justify and make independent, responsible decisions. When nominating to the reserve, the results of assessing the knowledge of candidates obtained during their training in the advanced training system, conclusions based on the results of internships, tests, etc., as well as physical condition, the ability to endure additional loads, are taken into account.

The work on the formation of the reserve consists of the following stages:

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

Evaluation of business and personal qualities of candidates for the reserve for nomination;

Determination of candidates for the reserve;

Making a decision on inclusion in the reserve;

Coordination of the list of candidates included in the reserve with higher organizations.

When creating a reserve, you need to know exactly qualification requirements requirements for the position for which a specialist is enrolled in the reserve, take into account what special knowledge and experience are necessary in each specific case to ensure highly professional leadership.

Work on the preparation of a reserve of personnel is purposeful, systematic and planned. The organization of this work is aimed at ensuring high-quality and intensive training of each specialist for independent activity at a new, higher level.

Work with specialists included in the reserve is carried out according to a plan that provides for specific measures to acquire the necessary theoretical, economic and managerial knowledge, to deeply master the nature of the work, to develop the specialist's leadership skills and skills at the level of modern requirements.

The system of this work includes: study in the advanced training system for executives with and without interruption from production; internship in the position for which the specialist is enrolled in the reserve; temporary replacement of absent managers for the period of their business trips, vacations; trips to other organizations in order to study positive experience; participation in teaching work in the system of advanced training; participation in audits of the activities of the organization and their units; participation in the preparation and holding of conferences, seminars and meetings.

Talent pool planning aims to predict personal promotions, their sequence and accompanying activities. It requires working through the entire chain of promotions, relocations, layoffs of specific employees.

The plan of work with the reserve of managerial personnel of the organization includes the following sections: determination of the need for managerial personnel; selection and study of leading personnel; recruitment of the reserve, consideration, coordination and approval of the reserve; work with a reserve of leading personnel; control over the preparation of a reserve of leading personnel; determination of the readiness of the reserve of managerial personnel for appointment to positions.

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 various organizations.

Formation and distribution of the budget. Any development of employees is associated with investments in personnel, which must be effective. Therefore, it is necessary to correctly distribute the available financial resources to create and conduct trainings, seminars, internships, attract consultants from outside, implement projects, create their own training center and reflect this in the overall organizational plan.

As the development of employees is nearing completion, it is necessary to exercise timely control over how the acquired knowledge, skills and abilities are acquired and subsequently applied by a particular employee in the organization in practice. Any knowledge gained should be tested and consolidated in practical work, otherwise the development activities were in vain. As a rule, after training events, the employee is asked to make a plan on how he is going to use the acquired knowledge in his workplace. Continuously monitoring the application of new knowledge in practice, as well as encouraging the achievement of positive results by each employee - all this together leads to the achievement of the main goals of the organization. In addition, the employee conducts a presentation of new acquired knowledge to his colleagues, shares his thoughts with them and organizes a discussion with them of new solutions. Thus, the development of employees leads to new positive results in the activities of the organization.

It must be remembered that the support and direct participation of the organization's management in all processes that are aimed at the development of employees significantly increase the effectiveness of events. The participation of the leader in trainings, where he shows a high level of his knowledge and shares with other participants, is a strong motivating factor for the staff, not to mention the fact that the authority of the leader himself greatly increases in the eyes of subordinates.

Developing the workforce will help the company improve productivity, reduce employee turnover and adapt to rapidly changing work environments. Read our article about how to properly organize the learning process and what are the methods of staff development.

From the materials of this article you will learn:

The development of the company's personnel is a complex process that takes place in several stages. Each of them has its own methods of working with employees, its own characteristics and difficulties.

How to choose personnel development methods at each stage of the company's existence

Step 1:

define staff development goals

The dynamism of modern business processes makes it difficult to determine short-term and long-term trends in entrepreneurship. Personnel development makes it possible to increase the adaptability of employees to current business trends and form a focus on the development of the industry in which they are involved.

The use of effective methods of training and development of employees helps the organization to “create” its own specialists, increase their productivity, adapt them to rapidly changing working conditions, reduce staff turnover, etc.

To achieve the desired result, you must be guided by the following principles:

• consistency and integrity of the specialist development system;
• adaptability of forms and methods of development;
• incentives for employees (both material and non-material).

Step 2:

choose methods of staff development

The development program should be developed taking into account the real capabilities of the company, since it is on them that the choice of forms and methods of training depends

To date, the following methods are most common:

• mentoring and on-the-job training;
• courses, seminars, master classes held outside the working environment with the involvement of third-party specialists;
• audio and video courses;
• rotation of specialists;
• knowledge sharing within the company.

To achieve decent results, preference should be given to an integrated approach: to combine different methods that take into account the characteristics of the audience. For example, to develop applied skills, it is best to combine master classes conducted with the involvement of competent specialists and video courses that will help consolidate the acquired knowledge.

To improve the professional qualities of employees of the departments of advertising, sales and development, specialized conferences are best suited, creative contests etc. Non-standard teaching methods are the best way to improve the professional level of top management. non-traditional training theatrical performances, metaphorical games and other atypical teaching methods will promote career and personal growth even the most experienced and competent managers.

The personnel development scheme should be consistent and structured (consist of separate modules). This will help employees to understand the tasks that will confront them at each stage of training, to master the necessary skills and knowledge necessary to solve them.

Step 3:

motivate staff to learn

To achieve the goals of achieving a new level of professionalism among employees, set by the company's management, it is not enough to be limited to just creating a training program. In order to interest staff in raising the level of professional knowledge, it is necessary to properly build a reward system. This must be done due to the fact that for most employees the learning process itself is not the main motivation, and in its absence, all efforts may be in vain.

As the main incentive for the development of a specialist, you can use the results that he can achieve as he masters new knowledge and becomes involved in new activities.

Employee motivation for learning as a method of personnel development

All factors that can affect the level of employee motivation (both negatively and positively) can be divided into three groups:

1. individual- propensity to learn, general level of activity, interest in development;
2. demographic– with age, employees try not to “disperse” and prefer deep immersion in the field of application of their professional skills;
3. situational.

It is almost impossible to influence the first two groups, while situational factors are manageable.

Situational factors include:

• material interest- (absence or presence of material incentives that encourage learning and work on oneself);
• stressful situations(the absence of stress factors increases the ability and desire for learning, and their presence reduces);
• non-material motivation(increasing the authority and self-importance of the employee, recognition of his merits);
• general level organizational culture In the organisation.

Personnel development methods: algorithm of actions

The best results can be achieved with a combination of several of the above methods. For this reason modern methods personnel development implies the complexity and consistency of all actions. Thus, the algorithm of actions aimed at increasing the motivation of employees who will participate in the training can have the following structure:

• designation of financial incentive. The training can be held in a competitive form, and according to its results, the most successful participants will receive some encouragement;
• elimination of stress factors. Participation in the training should be voluntary basis. Training should be carried out at a convenient time for this (not during the peak load at the workplace). It is necessary to create a positive and pleasant atmosphere.
• improving organizational culture. The participants of the training need to convey information about how exactly they will need new knowledge and skills. People should understand that they are not wasting their time, but are really improving their qualification level;
• psychological support. Employees attending training must be approved by management. So they can be sure that their superiors support their desire for personal and professional growth.

How to implement new methods of personnel development in an organization

If employees do not express a desire to improve their skills, this may be a sign of serious problems within the organization or signal the absence of a favorable atmosphere for learning in the company. For this reason, the introduction of new development methods should be started only after all the unfavorable factors that demotivate employees and depress the competitive spirit in the team have been eliminated.

With an integrated approach, you can quickly and easily achieve the main goals of personnel development - to increase the loyalty of employees to the company in which they work, to achieve a noticeable professional growth of specialists and improve their productivity.

The professional development of personnel is an important condition for the success of any organization. This is especially true for present stage development of society, when the acceleration of scientific and technological progress leads to rapid changes in the requirements for professional knowledge, skills and abilities. The knowledge of graduates at the beginning of the 20th century depreciated after 30 years, at the end of the century - after 10, modern specialists should be retrained after 3-5 years.

Professional development of personnel— a system of interrelated actions, including the development of a strategy, forecasting and planning the need for personnel, career and professional growth management, organization of the process of adaptation, education, training, and the formation of an organizational culture.

Professional development of personnel is the process of preparing an employee for the implementation of new production functions, taking new positions, solving new problems.

Goals of professional development of personnel:

• increasing the labor potential of employees to solve personal problems and tasks in the field of functioning and development of the organization;
• increase of labor efficiency;
• reduction in staff turnover;
• training the necessary leadership;
• education of young capable employees;
• achieving greater independence of the labor market;
• adaptation to new technologies;
• growth of social qualities of employees and their job satisfaction.

The employee's ability to perform professional duties defined:

• the potential that he owns when he comes to the organization;
• the professional training that he receives in the organization;
• his physical and moral condition, which depend on a number of factors, including the amount of material remuneration;
• the assessment that an employee receives from the organization, whether it is a formal assessment or the daily attitudes of a manager.

Factors affecting the need for professional development of personnel in modern conditions:

• serious competition in various markets in the context of the globalization of the economy;
• rapid development of new information technologies;
• systemic, integrated solution of human resource management issues and all strategic tasks based on a unified program of the organization's activities;
• the need to develop a strategy and organizational culture of the organization;
• participation of all line managers in the implementation of a unified personnel policy and in solving the strategic tasks of the organization;
• availability of a wide specialized network of consulting firms on various directions development of human resources.

Selection and improvement of personnel is one of the tasks. To facilitate the process of selecting candidates, many organizations have begun to create documents that describe the main characteristics that an employee must have to successfully work in this position - qualification cards, competency cards (portraits of ideal employees).

Qualification card prepared jointly by the head of the unit and HR specialists on the basis of job description, is a set qualification characteristics that the ideal employee in this position should have. Since it is much easier to determine the presence of qualification characteristics during the selection process than the ability to perform certain functions, the qualification card is a tool that facilitates the selection process of candidates.

The use of a qualification card also makes it possible to structure the assessment of candidates (for each characteristic) and compare them with each other. However, this method focuses on the technical, more formal characteristics of the candidate (his past), leaving aside personal characteristics and potential for professional development.

Competence map (portrait of an ideal employee) allows to overcome the above disadvantage and facilitates the work of personnel department employees involved in hiring. Competences are personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group, assertiveness, originality of thinking. The preparation of a competency map requires specialized knowledge and is usually carried out with the help of a professional consultant or trained employee personnel department. The most important addition to the map is the description of competence, that is, a detailed explanation of each stroke of the portrait of an ideal employee.

When evaluating a candidate, the competency card is also used as a qualification card - the candidate's competencies are compared with the competencies of an ideal employee. If the manager has signed a contract with a highly qualified professional, then for such a specialist it is only necessary to determine the goal, the criterion for its evaluation and the method of remuneration, and this will be enough for him to realize management decisions. If the manager got into a department in which employees had already developed poor work skills, then he periodically needs to use control over the achievement of the goal, emphasizing that only results are rewarded, and not “buckets of sweat” and hours worked.

In order for employees to think more about what they are doing, effective leaders require each employee to set aside a little time each day to reflect on the goals of their work and how to achieve them. the main objective an effective manager is to ensure that each employee acts independently, after the goal, the method of achieving it and the method of reward are determined.

The professional development of personnel is the process of preparing an employee to perform new production functions, occupy new positions, and solve assigned tasks. Professional development measures for staff may include marketing seminars for HR staff, business school visits by sales staff, study in English engineer and the like.

Organizations create special methods and systems for managing professional development - managing vocational training, training a reserve of leaders, career development. On large enterprises there are special professional development departments headed by a director with the rank of director or vice president, which emphasizes their importance to the organization. The importance of this process is also evidenced by the fact that professional development goals are included in the personal plans (on which the amount of remuneration depends) of the top managers of many modern corporations - presidents, regional vice presidents, heads of national companies.

In addition to having a direct impact on the financial results of an organization, investment in professional development contributes to the creation of a favorable climate in the organization, increases employees and their dedication to the organization, and ensures continuity in management.

Professional development also affects the employees themselves. By improving their qualifications and acquiring new skills and knowledge, they become more competitive in the labor market and receive additional opportunities for professional growth both inside and outside their organization. This is especially important in today's conditions of rapid obsolescence of professional knowledge.

Vocational training also contributes to the overall intellectual development of a person, expands his erudition and social circle, and strengthens self-confidence. It is no coincidence that the opportunity to receive professional training in one's own company is highly valued by employees and has a great influence on their decision to work in a particular organization. Benefits from internal organizational professional development and society as a whole, getting more qualified members and more high performance labor at no additional cost.

The key point in managing the professional development of staff is to determine the needs of the organization in this area. Determining the professional development needs of an individual employee requires the joint efforts of the HR department, the employee himself and his manager. Each of the parties brings its own vision of this issue, determined by its position and role in the process of professional development.

Professional development of personnel is carried out through:

• training and retraining of specialists and managers;
• advanced training outside the enterprise in special educational institutions;
• short-term seminars in the company;
• various conferences, discussions;
• trainings - finding solutions to production problems together with trainers;
• creative discussions with analysis of specific situations and problem solving;
• heuristic methods, business games, etc.

The process of professional training of personnel includes the following stages:

• identification of needs;
• formation of the training budget;
• definition of learning objectives;
• defining the content of programs;
• definition of evaluation criteria;
• choice of teaching methods;
• education;
• assessment of the effectiveness of training.

Personnel development is the most important condition for the successful development of any organization. This is especially true in modern conditions, when the development of scientific and technological progress significantly accelerates the process of obsolescence of professional knowledge and skills.

The growing importance of vocational training and a significant increase in the need for it has led leading institutions to undertake the renewal of the qualifications of their employees. The organization of vocational training has become one of the main functions of personnel management.

Professional development is the process of preparing an employee to perform new production functions, occupy new positions, and solve new problems. Organizations create special methods and systems for managing professional development - management of professional training, training of a reserve of leaders, career development. Leading organizations spend on the professional development of their employees significant funds– from 2 to 10% of the wage fund. These costs are the organization's investment in the development of its employees, from whom it expects a return in the form of increased productivity, in addition, the result of professional development is the creation of a favorable climate in the organization, increasing the motivation of employees and their devotion to the organization, ensuring continuity in management.

Professional development has a positive impact on the employees themselves in terms of competitiveness in the labor market and obtaining additional opportunities for professional growth both within their organization. as well as outside of it.

The key point in the management of professional development is the definition of the need and organization in this area.

Unfortunately, studies show that these issues are not often considered in the domestic practice of medical institutions.

Determining the professional development needs of an individual employee requires the joint efforts of the human resources department, the employee himself and his manager. Each party brings its own vision of this issue, determined by its position in the organization and its role in the process of professional development.

The following factors influence the needs of the organization in personnel development: dynamics external environment(population, competitors, suppliers, state); the development of technology and technology, entailing the emergence of new products, services and production methods; changes in the organization's development strategy; creation of a new organizational structure; development of new activities.

The traditional methods for identifying and recording professional development needs are assessment and preparation of an individual development plan.

The combined employee development plans become a program for the professional development of the organization's personnel. This program defines the goals of professional development, the means to achieve them and the budget.

Professional education

The most important means of professional development of personnel is professional education- the process of direct transfer of new professional skills or knowledge to employees of the organization.

Formally, professional development is broader than training and often includes the latter, however, in real life, the difference between them can be purely arbitrary and not so important, since both serve the same purpose - training of personnel. It is sometimes argued that vocational training focuses primarily on the tasks of today, and development - on the future needs of the organization. However, with the acceleration of changes in the external environment for the organization, and in the organizations themselves, this distinction becomes more and more conditional. However, in domestic healthcare, we are increasingly faced with issues of professional training.

Vocational training is a complex continuous process that includes several stages. The management of this learning process begins with the identification of needs, which are based on the development needs of the organization's personnel, as well as the need for the organization's employees to fulfill their current production responsibilities.

At the same time, the needs associated with the performance of duties are determined on the basis of applications from the heads of the department and the employees themselves, by conducting surveys of managers and specialists, analyzing the results of the organization's work, and testing employees.

Speaking about staff training, we usually talk about getting professional education and advanced training in order to adapt a person to the conditions of work in an organization as soon as possible, to create conditions for getting a return from an employee in the shortest possible time. These issues are within the competence of educational professional institutions, but staff training can also be carried out in the organization where the person works.

The organization can do vocational training only by obtaining a license. In this case, it can issue a document on vocational training to the student.

Without issuing a document, an organization can train its employees according to independently developed programs

Studies show that the success of a vocational training program depends 80% on its preparation and 20% on the desire and ability of the trainees.

There are a large number of methods for developing professional knowledge and skills. When using them, it is necessary to keep in mind the universal principles of adult learning that make vocational training effective.

All methods of vocational training can be divided into two large groups - training in the workplace and outside it (in the classroom). The main methods of on-the-job training are

a) briefing - explanation and demonstration of working methods directly at the workplace.

b) rotation - a method of independent learning, in which employees temporarily move to another position in order to acquire new skills.

c) apprenticeship and mentoring (coaching) - consists in the presence of a more experienced person who constantly monitors their development, providing assistance with tips, advice, etc.

Workplace training is distinguished by its practical orientation, close connection with the employee's production functions, and, as a rule, provides him with significant opportunities for repeating and consolidating the newly learned. In this sense this species training is optimal for developing the skills required to perform current production tasks. At the same time, such training is often too specific to develop the employee's potential. The formation of fundamentally new behavioral and professional skills, since it does not give the employee the opportunity to abstract from the current situation in the workplace and go beyond traditional behavior.

To achieve such goals, training programs outside the workplace are more effective.

a) lecture;

b) practical situations;

c) business games

d) independent learning.

Vocational training prepares an employee to perform various production functions traditionally associated with a particular position. During his professional life, a person, as a rule, occupies not one, but several positions. Such a sequence of positions is called a professional career, and the sequence of positions held by an employee in one organization is called his career in the organization.

Career development planning and management requires the employee and the organization (if it supports this process) certain job efforts, but at the same time provides a number of benefits, both to the employee himself and to the organization in which he works.

For an employee, this means

Potentially higher job satisfaction in the organization;

A clearer vision of personal professional prospects, the ability to plan other aspects of one's own life;

Possibility of purposeful preparation for future professional activity;

Increasing competitiveness in the labor market.

The organization receives the following benefits:

Motivated and loyal employees linking their professional activity 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;

Career development plans for individual employees as an important source for identifying training needs;

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

Personnel movements

In most organizations, there is a constant turnover of personnel. It is caused by natural causes: some grow old, retire, others are forced to change jobs for health reasons, others want to change their specialty, place of work, etc. The modern organization of labor, enshrined in labor legislation, implies a clear legal definition of a person's place in an organization.

According to the Labor Code of the Russian Federation, an employment contract (contract) is defined as an agreement under which a worker (employee) undertakes to perform not just work, but work in a certain specialty, qualification or position.

Therefore, the organization, the head of law in labor relations on the movement of personnel - up, down, to a parallel position, outside the organization - are limited by law.

The general rule governing the movement of an employee is written in the Labor Code of the Russian Federation: transfer is possible only with the consent of the employee, that is, on the basis of an agreement.

There is a right to terminate the contract at the initiative of the administration, but it is significantly limited by the state, which also establishes the procedure for exercising this right.

Therefore, many personnel technologies that have proven themselves well in other countries cannot be directly transferred to Russian institutions and organizations without taking into account Russian legislation.

Personnel movements are understood as promotion, demotion, transfer, relocation, dismissal.

Staff promotion.

In modern organizations, personnel growth programs are currently being drawn up, however, as noted earlier, this mechanism for working with personnel has not yet found the necessary reflection in the institutions of the health care system. There are many reasons for this: understaffing, securing a person in a certain position in accordance with the chosen specialty, many years of developing professional skills in a narrow clinical specialty, the lack of a replacement for the person leaving the position, etc.

The procedure for using staff promotion as a method of movement depends on general principles on which the work of the organization with personnel is built.

When drawing up the rules for staff promotion, changing the policy in working with personnel, one should remember the patterns that reflect the movement of personnel. The most important rule says that in any hierarchy, each employee tends to reach his level of incompetence.

For a person to reach the level of his incompetence, he needs certain conditions. One of the conditions is poor selection for this position. A person can do his job perfectly, but this does not mean that he will cope with work at a higher level. For example, the employee may be a highly qualified medical specialist. But he will not be able to work as the head of the department, since he is not able to manage the team, solve problems in organizing work in the department, and defend the positions of the department in the institution.

Staff promotion is simultaneously considered as a form of employee incentives. If it is impossible to apply it, then another one is chosen from an infinite number of forms.

Increasing personnel according to labor legislation means transferring to another job. It must be properly executed in accordance with the law. Such a transfer is carried out by agreement of the parties and changes the existing employment contract (contract). The contract is being amended. The employee can write a statement about its change.

Downgrading of staff.

There may be several reasons for this: deterioration in the quality of work due to health reasons, violation of discipline - indiscipline of the employee, deterioration in the quality of work for other reasons.

Until 1992, demotion was the right of the administration and was seen as a measure disciplinary action. After 1992, this measure was excluded from the wording of the article of both the Labor Code and the Labor Code of the Russian Federation.

At the same time, the Labor Code contains the possibility of its introduction by legislation on disciplinary responsibility, charters and regulations on discipline.

Therefore, if there is no such disciplinary sanction, demotion is considered as a transfer to another job and is carried out in accordance with the rules of the Labor Code, that is, with the consent of the employee on a contractual basis.

An employee may be given a choice: either he quits or moves to a lower position, provided that he systematically does not fulfill part of his duties.

A demotion is a career move that is the opposite of a promotion and is more conflicted.

There may be natural reasons for lowering - the employee, due to age, is no longer able to fulfill his duties in full. In this case, he must free this space. If the employee has made a significant contribution to the work of the organization, then his transfer may be accompanied by the preservation of his salary or even its increase and the preservation of existing benefits.

Personnel movement.

It can act as a principle of labor organization. Relocation or transfer is used for different purposes: as a way to enhance the experience of an employee, when the administration believes that a person will work more efficiently in another place when the employee does not do his job, at the initiative of the employee.

Translation should always be preceded by an assessment of labor, on the basis of which a decision is made on the transfer.

Moving according to labor legislation, and the most serious attention should always be paid to its observance, is a transfer to another job.

There are several options for ensuring that the administration has its right to rotate (relocate) personnel.

One of these ways - when concluding an employment contract (contract), it is advisable to agree with the employee that he agrees to transfers to work for another position, if the organization has such a need.

In labor legislation, transfers are divided into permanent and temporary, and according to the initiators of the transfer - into transfers at the initiative of the administration, employee, third parties.

At the same time, it is necessary to clearly understand the differences between transfer and transfer to another job.

The Labor Code of the Russian Federation states: "It is not considered a transfer to another job and does not require the consent of the employee to his movement within the organization."

The following are considered as moving to another job: a change in the workplace, a change in structural unit in the same area, assignment of work on another unit or mechanism.

These movements should be carried out only strictly within the limits of the specialty, qualification or position. A move is considered a minor change. labor function worker. Translation is:

Work that does not correspond to the specialty, qualification, position.

Salary change following job change

Changes in benefits, benefits,

Changing other, essential working conditions, which were named essential at the conclusion of the employment contract (contract)

From the employee must be obtained consent to the transfer and only in writing. At the same time, if the transfer was made without the written consent of the employee, but he voluntarily began to perform other work, then such a transfer can be considered legal. If the employee does not comply with the instruction on the legal transfer, the refusal is considered as a violation of discipline, - failure to fulfill the obligation, and absence from work - absenteeism.

Dismissal of an employee

extreme measure of disciplinary action in accordance with the Labor Code of the Russian Federation. The right of the administration to dismiss on its initiative is limited. Very often a mistake, a violation of the law, the rights of the dismissed person is that the administration cannot accurately determine the moment when it has the right to dismiss, and then violations of both the law and the rights of the dismissed person are inevitable.

The right to terminate the contract exists in two forms: at the stage of common possession in relation to any employee. We say that the administration has the right to fire an employee, terminate Employment contract(Contract). The second form of law is the right to dismiss a particular employee. Layoffs also occur at the initiative of employees. If the employee has submitted a letter of resignation, it is necessary to find out the reasons. Often this is due to the shortcomings of the organization.

Dismissal at the initiative of the administration can be made on the basis of the following legal facts:

On downsizing,

When an organization is liquidated,

Due to the revealed inconsistency of the employee with the position held or the work performed due to insufficient qualifications,

If the employee is found to be inconsistent with the position held or the work performed due to the state of health,

Due to systematic non-fulfillment by an employee without good reasons duties assigned to him by the employment contract,

For a walk

Due to absence from work due to illness,

As a result of the reinstatement of an employee who previously performed this work,

For appearing at work in a state of intoxication, a state of drug intoxication or toxic intoxication,

For committing theft at the place of work,

Dismissal for a single gross violation of the labor duties of the head or his deputy,

An employee for committing guilty acts,

For committing an immoral act,

Manager for the misconduct specified in the contract,

An employee in case of violation of the rules for hiring in state, municipal enterprises, institutions and organizations.

Planning and preparation of a reserve of leaders

Modern organizations are interested in and contribute to the professional growth of their employees at all levels of the hierarchy, but there is a group of positions that receive special attention. These are senior management positions that have an exceptional impact on the development of the organization.

The creation of special systems for the selection, development and transfer of future leaders (the reserve of leaders) is now regarded as a major strategic task.

The management reserve training system involves solving 3 tasks:

1. identification of employees of the organization with the potential for employment leadership position.

2. preparation of these employees for work in a managerial position.

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

Most organizations, when working with a reserve of leaders, distinguish 2 groups:

successors or understudies

young employees with leadership potential.

Each group has its own specifics both in terms of selection and development.

Successors or understudies are candidates for certain key positions in the organization who are ready to serve in these positions in currently or will be ready for it in the near future.

Preparing a successor is a complex multi-stage process. Requiring attention from top management, human resources specialists, support from department heads.

Not all modern organizations effectively manage this process. Many still resolve succession issues promptly when a key position is vacated.

Young employees with potential are people who in the future can take leadership positions in the organization. Today, there are many definitions and even more names for this group of people: high-potentials, high-flyers, fast-track employes, etc.;

In Russian, the term "high-po" from the English abbreviation high-po is beginning to take hold.

For example, in an American multinational corporation, “hi-po” employees include individuals who meet the following requirements:

1. age up to 35 years;

2. the presence of at least higher education;

3. knowledge of English and one more foreign language;

4. having the potential to move up two levels in the organizational hierarchy.

But unlike work with successors, the training of employees with potential is not of a targeted nature - the organization prepares them to occupy not a specific position, but a leadership position in general.

Personnel development (RP)- this is a set of organizational and economic measures in the field of training and retraining of employees, stimulating creativity and creating conditions for self-development, as well as planning the career of personnel in the organization.

RP is due to the need to adapt to changes in the environment.

Target RP- increasing the labor potential of employees to solve personal problems and tasks in the field of functioning and development of the organization.

RP includes:

Development of a development strategy

Forecasting the need for staff acc. qualifications

career guidance

Career planning

Education, trainings

Self-education and self-improvement

Work with personnel reserve

Organization of invention and innovation

Formation of organizational culture

Improvement of personal qualities

RP helps:

The growth of the intellectual level of workers

Unleashing their creative potential

Gaining growth opportunities for all employees

Decreased staff turnover

Improving the quality of work

Formation and consolidation of new organizational values

Improving the moral and psychological climate

delegation of authority

Main RP principles:

the integrity of the development system, the continuity of types and forms;

the outstripping nature of the development of personnel in relation to the development of the organization;

flexibility of various forms of development;

professional and social stimulation of human resources development;

taking into account the capabilities of the organization.

Factors affecting the need for staff development:

competition in various markets;

development of information technologies;

comprehensive solution of human resource management issues and strategic objectives based on a unified program of the organization's activities;

the need to develop a strategy and organizational culture of the organization, etc.

KindsRP:

Intellectual (expansion of perception, alternative views on the problem, getting rid of stereotypes)

Emotional (ability to build relationships with colleagues)

Behavioral (revise your own behavioral models, develop new behavior strategies, optimize certain role models)

Professional Development- the acquisition by employees of new competencies, knowledge, skills and abilities that they use or will use in their professional activities.

Main methods professional development: vocational training, career development, education.

15. System of lifelong learning: concept, essence.

Continuing education - the process and principle of personality formation, which provides for the creation of such education systems that are open to people of any age and generation and accompany a person throughout his life, contribute to his constant development, involve him in the continuous process of mastering knowledge, skills, abilities and ways of behavior (communication ). Continuous education provides not only advanced training, but also retraining for changing conditions and stimulation of continuous self-education.

Training- the main way to get professional education. This is a purposefully organized, systematically and systematically carried out process of mastering knowledge, skills, abilities and ways of communication under the guidance of experienced teachers, mentors, specialists, leaders, etc.

The importance of continuous education is confirmed by the following main factors:

implementation new technology, technology, the production of modern goods, the growth of communication opportunities create conditions for the elimination or change of certain types of work. As a result, the necessary qualifications cannot be guaranteed by basic education;

the world is turning into a market without borders with a high level of competition between countries. Countries with modern engineering systems and continuing education programs lead the way in this competition. They have the ability to quickly respond to any “challenge” by increasing the productivity of engineering work;

changes in all areas of life are the main element of modernity. Continuous and rapid changes in technology and informatics require continuous staff training;

It is more efficient and cost-effective for a firm to increase the return on existing employees through continuous training than to attract new employees.

Goals and directions of study

The objectives of training from the point of view of the employer and the specialist himself are significantly different.

Employer's point of view. German experts W. Bartz and X. Schaibl believe that from the perspective of the employer, the goals of lifelong learning are:

organization and formation of management personnel;

mastering the ability to identify, understand and solve problems;

personnel reproduction;

staff integration;

flexible staff formation;

adaptation;

introduction of innovations.

Employee's point of view. Bartz and Schaibl define the following goals for lifelong learning:

maintaining at an appropriate level and improving professional qualifications;

acquisition of professional knowledge outside the sphere of professional activity;

acquisition of professional knowledge about suppliers and consumers of products, banks and other organizations that affect the work of the company;

development of abilities in the field of planning and organization of production.

motivation continuous learning in American companies is the relationship between the results of the production activities of each employee and providing him with opportunities for learning: the value of an employee of the company determines the amount of funds allocated to improve his skills.

should be distinguished three types of learning.

professionalpersonnel training- systematic and organized training and release of qualified personnel for all areas of human activity, possessing a set of special knowledge, skills and methods of communication.

Staff development- training of personnel in order to improve knowledge, skills and ways of communication in connection with the growth of requirements for the profession or promotion.

Retraining of personnel- training of personnel in order to master new knowledge, skills and ways of communication in connection with mastering a new profession or changing requirements for the content and results of work.

Domestic and foreign experience has developed three learning concepts qualified personnel.

The concept of specialized training is focused on the present or the near future and is relevant to the relevant workplace. Such training is effective for a relatively short period of time, but, from the employee's point of view, contributes to job retention, and also strengthens self-esteem.

The concept of multidisciplinary learning is effective from an economic point of view, as it increases the intra-production and non-production mobility of the worker. However, the latter circumstance represents a known risk for the organization where the employee works, since he has a choice and is therefore less tied to the appropriate workplace.

The concept of personality-centered learning, aims to develop human qualities, inherent in nature or acquired by him in practical activities. This concept applies primarily to personnel who have a penchant for scientific research and have the talent of a leader, teacher, politician, actor, etc.

Thus, subject training are:

Knowledge - obtaining theoretical, methodological and practical knowledge necessary to perform duties in the workplace;

Skills - the ability to perform duties in the workplace;

Skills - a high degree of ability to apply the acquired knowledge in practice, conscious self-control;

Ways of communication (behavior) - development of the nature of behavior that meets the requirements of the workplace, social relations, sociability.

In a number of organizations, the function of personnel training is performed by a special personnel training service. She prepares the educational and methodological base for training, organizes classes, develops programs for retraining and promotion of specialists. She also maintains relations with leading educational centers and institutions, concludes contracts for the provision of educational facilities, organizes seminars, trainings, keeps a direct record of ongoing educational work, which allows analyzing the effectiveness of investments in training.