Improving career management processes for specialists. Recommendations for improving the business career of personnel in the organization
is interconnected with the development and expansion of the system of needs, motives and interests of the individual.
For an enterprise, the methodology of individual strategic career planning is the basis for the development and implementation of a career counseling system, which is aimed at optimizing the process of reconciling organizational interests with the interests of personnel. For the individual mastering career strategy means: readiness for activity in extremely difficult conditions; development of the ability of a systematic vision of the career process in all the complexity of the formation of its constituent external and internal relations.
The whole process of building and implementing a career strategy can be represented schematically (Fig. 2).
When building a career management system, it is necessary to prepare the conditions for the implementation of the organizational structure, namely, to distribute tasks, rights and responsibilities in the career management system, incl. their horizontal and vertical alignment through official relations and system information support. The model of the organization of personnel career management in the organization is shown in Figure 3.
Rice. 2. Algorithm for the implementation of an individual's career strategy 3
Rice. 3. Model of the organization of career management at the enterprise 4
The proposed model allows:
To explore the interests, motives and goals of the individual regarding career development at the enterprise, to diagnose the career potential of an employee;
Maintain and use the interest of staff in the implementation of a career and conduct appropriate counseling;
To ensure the interests of the enterprise, controlling and correcting the direction of career development.
Key points personnel policy Montazhavtomatika LLC should include:
Creation of uniform principles strategic management and staff development;
Integration of personnel policy in strategic planning enterprises, taking into account personnel work at all levels of management;
Introduction of new methods and systems of personnel training and retraining;
Carrying out a coordinated unified tariff policy and wages;
Development of economic incentives and social guarantees aimed at increasing the productivity and quality of labor, the efficiency of enterprises;
Protection of the rights and guarantees of each employee of Montazhavtomatika LLC, work with representatives of labor collectives and trade unions;
Development Research human resources;
Preparation of normative and teaching materials in order to ensure a high level of personnel management.
In connection with the formation of a market economy, the principles of working with the company's personnel are also changing. There is a transition from what used to be called “human resource management” to human resource management and development 5 .
The purpose of their development is to provide the company with well-trained and motivated employees in accordance with its strategy. At the same time, it is important:
providing links to present and future issues;
production efficiency;
top management support;
identification of favorable and unfavorable business factors;
constant analysis of the external environment and the choice of strategy for activities in this environment.
Among the most important trends in the development of human resources of LLC "Montazhavtomatika" can be noted:
personnel forecasting and planning;
determination of training needs;
timely professional development of new employees;
strengthening links with other education and training organizations;
personnel certification;
a system of professional growth, in which great importance is given to the training of a reserve of managerial personnel;
increasing the flexibility of the personnel development system and its focus on final results;
combination of individual training with training in teams;
movement from fragmentary advanced training to integral human development;
transition from standard training programs to flexible, problem-oriented development programs.
An equally important direction is the creation of a system integrated assessment employee, his potential, the results of his work. An assessment of the employee's potential is carried out when applying for a job or, if necessary, to find a candidate for a vacant position, as well as when moving, rotating and planning his career growth. The results of the assessments are in addition to the available data on a particular employee and show the possibilities for his development in the future.
Before assigning a person to new position(whether it's hiring, or moving up the career ladder), it is necessary to assess the possible success of his work, it is necessary to check the compliance of a new employee with the requirements of this workplace, i.e., you need to evaluate a person according to certain indicators. In the most general form, the following groups of such indicators are distinguished: inclinations, abilities, motives, intellectual level, psychological stability, motor skills (rate of action), knowledge, skills, abilities, experience (work experience), workplace requirements, collective value orientations.
In other words, there is an obligatory need for a comprehensive, broad assessment of the qualities of an employee. A comprehensive assessment of an employee should be understood as the sum of the following five groups of assessments:
Assessments of the level of professional readiness, i.e. assessments of knowledge, skills, abilities.
Evaluation of the immediate supervisor, including an assessment of the quality and efficiency of the employee's work, his skill and discipline.
Ratings personal qualities(according to the results of psychodiagnostics).
Estimates (conclusions) of the last attestation commission.
The final assessment of the head of the enterprise (see Fig. 2. 1).
SKILLS
(on working equipment, simulators)
R 
is. 2. 1. The structure of a comprehensive assessment of an employee of an enterprise
Computer automated tools for assessing the psychological qualities of workers (psycho-diagnostics, which are intended for widespread use by non-psychologists (after short-term training)) have been developed. Also developed AOS on communication, diagnostics of personal qualities and the basics of sociology on industrial enterprise. Particular attention is paid by personnel services to the problems of qualitative selection of candidates for the formation of a reserve of personnel, organization of training of "reservists" and constant monitoring of this training.
The success of the implementation of the personnel policy at the enterprise is associated with the restructuring of the activities of personnel services and the creation of fundamentally new personnel departments, designed not only to implement, but also to participate in the development of the organization's personnel strategy.
Solving problems and achieving the goals of the enterprise is impossible without human resource planning, i.e. providing the enterprise with employees at the right time, in required quantity corresponding qualification.
Career success is ensured only if both parties (employee and company) are interested in career development.
In the event that the enterprise has a need to train relevant specialists from its personnel reserves, and the candidate has, as the interview and testing showed, motivation and personal qualities that meet the requirements, an employee career plan is drawn up. The plan must include the following information:
- 1) general personal data;
- 2) the conclusion of the last attestation (competitive) commission;
- 3) the results of the last interview and assessment of the level of professionalism;
- 4) information about previous training in the SNFPO, personnel reserve, etc.
- 5) for how long the plan has been drawn up; other information of interest.
The employee's career plan contains 12 columns, which contain the following data:
- 1) the name of the positions that the employee is planned to occupy;
- 2) the timing of the planned movement;
- 3) types of incentives;
- 4) the name of the types of training in SNFPO;
- 5) terms of preparation in SNFPO;
- 6) the planned educational institution for training in SNFVE;
- 7) the intended direction of study;
- 8) assessments received by an employee during training in the SNFPO system, during training in the personnel reserve, during regular certifications, etc.;
- 9) other data.
The employee's career plan should be the basis for all his movements aimed at training in the SNFPO, presenting quite specific requirements for the employee, on the one hand, and building a specific model professional activity the worker himself, on the other hand.
The career plan must be realistic, i.e. performed to the maximum. It is compiled taking into account the results of comparing the characteristics of the candidate with the requirements for a particular position, and should contain specific measures aimed at eliminating the identified inconsistencies, as well as the optimal timing for their implementation.
As a rule, such a career plan is drawn up for a specialist with already certain work experience, who has proven himself to be a competent, energetic employee, working with high quality and labor efficiency, with motivation for career development, who has good organizational skills, and is prone to leadership.
The career plan is drawn up by the head of the department (at the place of work of the specialist) together with personnel service in accordance with the methodological recommendations "On the planning of a manager or specialist", developed by ONUTC together with the Human Resources Department and social development JSC "NIEP" The career plan is drawn up selectively, i.e. only for promising employees who have the above qualities, based on their interest in developing their professional career, as well as the needs of the enterprise for specific key positions.
The cost of improving a business career at the enterprise amounted to 250,000 rubles.
Among the most important areas of the system personnel management we can note the planning and forecasting of the need for personnel, the assessment of employees and the training of new personnel. Until now, however, there is a technocratic approach to working with personnel, to one degree or another calculated only for obtaining benefits, which is associated to a greater extent with conservatism in work, ignorance of the methodology of working with personnel, inability or unwillingness to work with personnel, and as well as the backlog of normative-methodical and legislative framework personnel work. And in this regard, an adequate response of personnel services to this should be their constant development, taking into account internal and external factors. It's about not about inventing some new methods or relationships. We are talking about intensifying personnel work: the transition from solving organizational and personnel issues to systematic and consistent personnel management.
With regard to JSC NIEP, this may mean the following: in the present situation, the personnel department influences the situation by evaluating managers on business and personal qualities, creates a reserve of personnel capable of working in appropriate conditions, and through employees influences the production and psychological climate in team.
At present, it can be stated that in the industry certain system work with personnel. JSC NIEP has created its own "proprietary" personnel policy; the main objective This policy is the convergence of the interests of each employee and the enterprise, which leads to an increase in the efficiency of all work through the use of methods of motivation and stimulation of labor.
The development of an employee's career is always governed by the needs of the enterprise where he works, and the desire for this of the employee himself.
But the administration of the enterprise and those on whom this career depends should keep in mind that a career must be a controlled process, that is, a planned one. At the same time, planning should be carried out for the future, i.e., it should be long-term and be linked with the development plans of the enterprise. At the same time, career planning and organization, being an element of personnel planning, cannot be of a directive nature, that is, the interests of employees, their orientation, etc., may change over time, the plans of the enterprise change.
In other words, when applying for a job, a person sets certain goals for himself, but at the same time, the organization, hiring him, also pursues its own specific goals, so you need to be able to realistically evaluate your own goals. 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.
The study showed that the career management system acts as one of the main tools for improving the performance of almost any organization. Thus, managing the business career of employees is one of the priorities in working with personnel.
Among the main advantages that arise in the conditions of creating an effective business career management system are:
- -improvement of financial and economic performance of the organization due to the optimal placement of personnel;
- -decrease in staff turnover, change in its structure;
- -reducing the cost of hiring and adapting new employees to replace those who left due to the lack of opportunities to plan their careers;
- -formation personnel reserve;
- -reducing labor costs by replacing expats (foreign personnel) with their own personnel;
- - the possibility of more accurate planning of personnel costs;
- - reduction of tension arising due to the uncertainty of their future fate in the organization, due to the full dedication of personnel to their work and more effective formation organizational culture.
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Federal Agency for Education
Federal State Educational Institution
higher vocational education
"VOLGA ACADEMY OF PUBLIC SERVICE
named after P.A. STOLYPIN"
branch in Tolyatti
COURSE PROJECT
By discipline: "Organization Theory"
On the topic: "Analysis and improvement of the business career of the organization's personnel (on the example of the organization RIVE JOHN SILVER LLC)"
Togliatti 2010
Introduction
1. Theoretical and methodological aspects of the analysis of the business career of the organization's personnel
1.1 The concept of a business career of personnel, the main goals and rules for its construction
2. Analysis of the effectiveness of managing the business career of personnel at the enterprise Catering in the restaurant LLC "REVE JOHN SILVER", Togliatti
2.3 Grade career development personnel of the organization by the method of questionnaire survey
3. Project of measures to improve the management of the business career of personnel at a public catering enterprise, in the restaurant LLC "RIV JOHN SILVER", Togliatti
3.1 Organization of production and technical training courses for personnel
3.2 Calculation economic efficiency implemented measure
Conclusion
Bibliographic list
Applications
career growth personnel questionnaire
Introduction
The relevance of the research topic is determined by the high social and economic significance of the problem of analyzing and managing the business career of personnel in organizations at the present stage of Russia's development. In the conditions of growing competition, increasing the role of the human factor, the success of managing an organization directly depends on the effectiveness of the processes of formation, use and development of its management personnel. This is confirmed by the experience of successful foreign corporations, who have long realized the importance of how and who advances in the structure of the organization's hierarchy and manages its resources, and pays great attention to shaping the business career of the organization's personnel.
In personnel policy management decisions on the distribution of personnel according to relevant opportunities are key and involve the planning and development of the business career of each employee. HR managers must pay constant attention to the development professional excellence their employees, professional promotion of personnel and their retention in the appropriate jobs. As the production activity of the enterprise and its organizational structure change, the composition and quality of the personnel change. That is why all employees, especially managers, must take care of their own career advancement, since they are more interested in achieving the main goals of their business career, including the ways that lead to these goals. Career planning and promotion of personnel should be based on the joint participation of employees and managers in organizing the process of continuous development and promotion of personnel to higher positions.
The aim of the study is to develop theoretical and methodological foundations and guidelines on the analysis of the business career of personnel in the organization.
In accordance with the goal, the following main tasks are defined:
1. consider the concept of a business career of personnel, the main goals and rules for its construction;
2. to study the stages of the business career of an employee of the organization;
3. review the main directions for improving the business career of the organization's personnel;
4. by example specific organization to analyze the effectiveness of personnel business career management;
5. based on the problems identified, develop a project of measures to improve the management of a business career in the organization under study and justify it economically;
The object of the study is the business career of the personnel as an element of increasing the efficiency of enterprise management of RIVE JOHN SILVER LLC.
The subject of the study is the process of improving the efficiency of enterprise management on the basis of improving the management of a business career in the organization under study.
The theoretical basis of the study was the provisions and principles of management theory, the fundamental works of domestic and foreign scientists in the field of labor economics, personnel management, sociology and career psychology.
In the course of the analysis of the enterprise's activities, the following research methods were used:
Quantitative: methods for comparing relative, absolute and average values, grouping, methods for optimizing the solution economic tasks etc.
Qualitative: methods of expert assessments, questioning, testing, observation, etc.
The purpose and objectives of the study determined the structure term paper. It consists of an introduction, three chapters, a conclusion, a list of sources and an appendix.
1. Theoretical and methodological aspects of business career analysis
organization personnel
1.1 The concept of a business career of personnel, its main goals and rules
building
In the subjective perception, a career is a worker's conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction; this is promotion in the service field, the achievement of a certain position in society. However, a career has not only a subjective side. The promotion of a person up the steps of the service hierarchy or the successive change of occupations is connected not only with the personal perception of the subject. Career also has an objective side. Therefore, a business career of personnel should be understood as its promotion through the ranks of the service hierarchy, a consistent change of occupations within different organizations throughout life, and the perception of these stages by others. Samygin S.I. Personnel management / S.I. Samygin, L.D. Stolyarenko - Rostov-on-Don: Phoenix, 2007, p. 111
A business career is the progressive advancement of a person in any field of activity, a change in skills, abilities, qualifications and remuneration associated with activities; moving forward along the once chosen path of activity, achieving fame, fame, enrichment. Vikhansky O.S. Management: person, strategy, organization, process: Textbook. - 2nd edition / O.S. Vikhansky [and others] - M.: Gardarika, 2008, p. 155 For example, getting more powers, higher status, prestige, power, more money. A business career is more than just a promotion. You can talk about a career as an occupation, activity. For example, a managerial career, a sports career, a military career, an artistic career, a career as a housewife, a mother, a student. A person's life outside of work has a significant impact on a business career, is part of a career. A business career begins with the formation of the employee's subjectively conscious own judgments about his labor future, the expected way of self-expression and job satisfaction. In other words, a career is an individually conscious position and behavior of an individual associated with work experience and activities throughout a person's working life.
There are the following types of business career (in organizational aspect) - (Fig. 1):
Rice. 1. Types of business career
Consider in more detail the types of business careers presented in the diagram:
Intra-organizational career - associated with the trajectory of a person in the organization. It can follow the line of a vertical career, a horizontal career, promotion within an organization, a centripetal career;
Interorganizational career -- a type of career, meaning that a particular employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, retirement;
Career professional (specialized) - a type of career; characterized by the fact that a particular employee in the course of his professional activity goes through its various stages;
Career professional (non-specialized). Climbing the corporate ladder, a person should be able to look at the company from different angles, without staying in one position for more than three years;
Vertical career - rise to a higher level of the structural hierarchy (promotion, which is accompanied by more high level wages);
A horizontal career is 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 organization;
A centripetal (hidden) career is a type of career when there is a movement towards the core, the leadership of the organization, for example, inviting an employee to meetings that are inaccessible to other employees, obtaining an employee access to informal sources of information, etc. Polyakov V.A. career technology. Practical guidance / V.A. Polyakov - M.: Nauka, 2009, p. 15
Summarizing the above, we can give the following definition of the concept of "career", reflecting various aspects.
Career is the result of a conscious position and behavior of a person in the field labor activity associated with official or professional growth. A person builds a career, the trajectory of his movement himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes.
A business career is a process of professional, status-role, personal development person in the organization, accompanied by his promotion through the levels of positions, qualifications, statuses, remuneration and fixed in a certain sequence of positions occupied by them.
1.2 Stages of a business career of an employee of an organization
Stages of a business career are segments of a person's working life in any field of activity along the path of achieving their life goals. The contents of the business career stages are systematized in Table 1.
Table 1. Stages of the business career of an employee Samygin S.I. Personnel management / S.I. Samygin, L.D. Stolyarenko - Rostov-on-Don: Phoenix, 2007, p. 152
|
Career stage |
Age period |
Features of motivation (according to Maslow) |
||
|
Preliminary |
Preparing for work, choosing a field of activity |
Safety, social recognition |
||
|
Formation |
Mastering work, developing professional skills |
Social recognition, independence |
||
|
Promotion |
Professional Development |
Social recognition, self-realization |
||
|
Completion |
After 60 years |
Preparing for retirement |
Retention of social recognition |
|
|
pension |
After 65 years |
Engaging in other activities |
Search for self-expression in new sphere activities |
1) Preliminary stage. Includes schooling, secondary and higher education. Lasts up to 25 years of age. A person can change several jobs in search of a type of activity that would suit his needs and interests. When a job is found that satisfies a person at this stage, the process of his self-assertion both as an employee and as a person begins. To successfully advance at this stage, you need to be prepared to come to terms with the realization of your dependence on superiors.
2) The stage of formation. This period takes five years. The employee masters the chosen profession, acquires practical skills, qualifications, his self-affirmation takes place. There is a need for independence. Having moved to the second stage of a career, the employee gets the opportunity to become a professional in the chosen type of activity. The second stage is very important for the worker in psychological terms, he may fail, sink to the first stage and again find himself in a dependent position, but he may also establish himself, becoming independent. Vikhansky O.S. Management: person, strategy, organization, process: Textbook. - 2nd edition / O.S. Vikhansky [and others] - M.: Gardarika, 2008, p. 77
3) Promotion stage. The employee continues to improve his qualifications, advance in the service, gain practical experience, and develop skills. The employee has a growing need for self-affirmation, to achieve a higher status, even greater independence. At this stage, the employee begins to express himself as a person. Simultaneously with promotion, the process often begins creative development. Many employees with higher education seek to obtain an academic degree and title, begin to engage in teaching activities, pass on their knowledge to young people, are published in the media. Budarin V. B. The role and tasks of the personnel services of companies and organizations in the implementation of measures to improve efficiency production activities labor collectives in the period of structural reform / V.B. Budarin - M.: Delo, 2009, p. 166 The main efforts of employees are aimed at increasing their income. They pay more attention to health. Professionals, entering the third stage of their careers, become mentors to those who are in the first stage of their careers. They seek to expand their capabilities, establish relationships with other organizations, and begin to work part-time. At the third stage of their career, employees are responsible not only for themselves, but also for their subordinates. At the same time, due to certain external circumstances, the employee may move down to the level of the second stage of the career. The employee reaches the heights of independence and maximizes the possibilities of self-expression. He begins to feel a sense of well-deserved respect for himself, his merits are recognized. The employee thinks about how to provide for himself after retirement, tries to find other sources of income for himself.
4) The stage of completion of a career. Falls on the age of 60 to 65 years, when the employee is preparing for retirement. The main efforts are aimed at finding and training their own replacement, ensuring the continuity of their achievements. The main need of the worker at this stage is to maintain social recognition of his merits.
5) Retirement stage (after 65 years). The person moves into other activities, sometimes continuing to work with the organization in which he worked previously, as a consultant or working there on a part-time basis. The main human need during this period is the search for opportunities for self-expression in new areas of activity (public, family, etc.)
In conclusion of this section, we can conclude that the typical work life of an employee consists of five stages
1 - preliminary stage: study and search for a profession;
2 - stage of formation: development of the chosen profession;
3 - promotion stage: qualification growth and promotion;
4 - stage of preservation: consolidation of the achieved results, achievement of the peak of qualification;
Stage 5 completion: preparation for retirement.
It should also be noted that the stages of a business career differ depending on the profession of an employee.
organizations
Effective career management has a positive impact on the performance of the organization.
Business career management is a set of activities carried out by the personnel department of an organization to plan, organize, motivate, control the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as on the basis of goals, needs, opportunities and social economic conditions of the organization.
The main directions for improving the business career of the organization's personnel are presented in the idea of the scheme in Fig. 3.
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Rice. 3. Directions for improving the business career of the organization's personnel Polyakov V.A. career technology. Practical guidance / V.A. Polyakov - M.: Nauka, 2009, p. 147
Qualification level - a set of requirements for the competencies of employees, differentiated by the parameters of complexity, non-standard labor actions, responsibility and independence;
Qualification is: 1) the employee's readiness for high-quality performance specific functions within a certain type of labor activity; 2) official recognition (in the form of a certificate) of the development of competencies that meet the requirements for the performance of labor activity within a particular profession (professional standard requirements).
The qualification level can increase throughout the working life, which increases the interest in the growth of qualifications, professional skills in the formation of an employee " general profile". As can be seen from the diagram presented in Fig. 2. the growth of the qualification level leads to an increase in the volume of work and services of the entire enterprise.
As can be seen from the presented diagram, among the reserves for increasing economic sustainability enterprises can also include reserves for improving the stability of personnel, which is ensured by the implementation of a rational personnel policy. The main directions of personnel policy at the enterprise are:
Determining the need for labor force, both in terms of quantity and quality;
Forms of its involvement and additions, development of measures to improve the use of personnel (for example, advanced training of employees) Vesnin, V.R. Fundamentals of Management: Textbook / V.R. Vesnin - M.: Triada LTD, 2008, S. 111
Consequently, the reserves of sustainability lie in increasing the stability of personnel, in updating the knowledge of employees in various areas of their activities within the enterprise.
Measures to reduce turnover are aimed at preventing the causes of layoffs (primarily related to the dissatisfaction of employees with working and living conditions). Management of staff turnover at the level of an enterprise, organization, industry is primarily to minimize the contradictions between the needs and interests of employees and the specific possibilities for their satisfaction. Depending on the nature of the reasons for the turnover, maintenance activities can be as follows:
Technical and economic (improvement of working conditions, improvement of the system financial incentives and regulation of labor, management and organization of production, increasing the degree of mechanization and automation of work, the development of new forms of labor organization, etc.);
Organizational (improving the procedures for hiring and firing employees, the system of professional advancement; work with youth, etc.);
Educational (formation among employees of an appropriate attitude to work, conscious discipline, a culture of behavior, etc.);
Socio-psychological (improving the style and methods of leadership, relationships in the team, systems of moral encouragement, etc.);
Cultural and everyday (improving consumer services and public catering for workers, cultural and sports work, increasing the provision of housing, children's institutions, bases and rest houses, etc.).
As for the formation of the personnel reserve of the organization, its principles are:
Objectivity (assessment of professional and personal qualities and results of professional activity of candidates for enrollment in the personnel reserve is carried out collectively on the basis of objective evaluation criteria);
Enrollment in the personnel reserve is carried out in accordance with personal abilities, the level of professional training, the results of professional activity and on the basis of an equal approach to candidates;
Voluntary inclusion and being in the personnel reserve;
Glasnost in the formation and work with the personnel reserve.
The principle of the relevance of the reserve - the need for the replacement of positions must be real.
The principle of the candidate's compliance with the position and the type of reserve is the requirements for the candidate's qualifications when working in a particular position.
The principle of the candidate's prospects is a focus on professional growth, educational requirements, age qualification, length of service in the position and career dynamism. Career dynamism is an indicator of a professional path, indicating how quickly an employee climbed the hierarchical ladder. The indicator is based on the fact that, on average, it takes about three years to successfully adapt and master a position; after five years, there is a decrease in labor efficiency in this position. A dynamic career is one in which, in a large number of cases, an employee has held each position for three to five years. in general, the state of health.
When selecting candidates for the reserve for specific positions, it is necessary to take into account not only General requirements, but also professional requirements which the head of a particular department, service, workshop, section, etc. must meet, as well as the features of the requirements for the personality of the candidate, based on an analysis of the situation in the unit, the type of organizational culture, etc.
Sources of personnel reserve for leadership positions I can be:
Leading employees of the apparatus, subsidiaries joint-stock companies and enterprises;
Chief and leading specialists;
Specialists with appropriate education and positively proven themselves in production activities;
Young professionals who have successfully completed an internship. Vesnin, V.R. Fundamentals of Management: Textbook / V.R. Vesnin - M.: Triada LTD, 2008, S. 88
Thus, the personnel reserve is a group of managers and specialists with the ability to management activities who meet the requirements of a position of a particular rank, have been selected and have undergone systematic targeted qualification training. Working with a reserve, like many other HR technologies, is complex.
So, summing up the above, we can conclude that one of the main results of the current stage of the scientific and technological revolution was the transformation of a person into the main driving force of production, therefore today for the organization its personnel is the main wealth. Without people, there is no organization. Members of the organization create its product, they form the culture of the organization, its internal climate, they determine what the organization is.
Due to this special position of personnel in the organization, they are the number one subject for management. Management forms personnel, establishes a system of relations between people, includes them in the creative process of joint labor activity, promotes the development of personnel, their training and promotion at work.
2. Analysis of the effectiveness of managing the business career of personnel on
a public catering establishment in the restaurant RIVE JOHN LLC
SILVER, Togliatti
2.1 Brief description of the organization
RIVE JOHN SILVER LLC was founded in 1996 and exists to this day. The mission of the organization is to satisfy people's need for rest and food.
RIVE JOHN SILVER LLC carries out its activities in accordance with laws and other regulations Russian Federation, Samara region, regulatory acts of bodies local government Tolyatti, as well as the Charter. The organization is legal entity, has an independent balance sheet, a bank account, a round seal with its name, is independent in the implementation management process, selection and placement of personnel, financial, economic and other activities within the limits established by law. The purpose of the organization is to make a profit from activities not prohibited by law.
The main task is to organize high-quality recreation and food for the residents of the city. In order to meet public needs and make a profit, the main activities of REVE JOHN SILVER LLC are currently:
Implementation of tourist vouchers through the travel agency "REVE JOHN SILVER" LLC;
Realization of services for the organization of leisure and food for people - services are sold through a cafe and a billiard bar "Dynamik", which consists of two billiard rooms (VIP room - 1 game table, common room - 8 game tables).
All activities of the organization are carried out using the premises at the address of Tolyatti, Primorsky Boulevard, 43 (space for office, cafe and billiard room). The organization also has its own transport on the balance sheet.
RIVE JOHN SILVER LLC builds its relations with organizations and citizens on the basis of agreements, agreements and contracts. The organization is free in the form of economic relations that do not contradict the legislation of the Russian Federation and the Charter of the organization. The organization independently sets prices and tariffs for all types of services produced and goods sold in accordance with the regulatory and legal acts Russian Federation.
In order to successfully compete in the modern market for the sale of restaurant business services, RIVE JOHN SILVER LLC is constantly and purposefully working to improve the quality of the services provided.
Main economic indicators for 2007 - 2009 LLC "REVE JOHN SILVER" are presented in Appendix 1. Thus, the dynamics of the technical and economic performance of LLC "REVE JOHN SILVER" allows us to identify the following main trends in the development of the enterprise: the growth rate of sales of services is ahead of the pace growth in the number of employees (workers): thus, the growth rate of sales of services in 2008 compared to 2007 amounted to 104.4%, and the growth rate of the number of personnel over the same period amounted to 126.8%. A similar picture is observed with relative indicators growth rates of 2009 to 2008, where the growth rate of sales of services amounted to 107.8%, and the growth rate of the number of personnel for the same period - 125.4%.
All activities of RIVE JOHN SILVER LLC are managed by CEO. He organizes all the work of society and bears full responsibility for his condition and activities. The second face of the organization is Chief Accountant, carrying out accounting and tax accounting financially - economic activity. RIVE JOHN SILVER LLC has a linear-functional management structure, presented in Appendix 2. Such structures are characterized by a focus on small markets and increased requirements for the quality of customer service and lead time. Distribution official duties implemented in such a way that each employee is maximally focused on fulfilling specific tasks. All powers - direct (linear) - go from the highest level of management to the lowest. Organizational structure LLC "REVE JOHN SILVER" is characterized by the fact that the head of the company is a leader - a single boss who exercises sole leadership over his subordinate employees and concentrates all management functions in his hands. Each employee reports to only one manager. A hierarchy of accountability and responsibility is created in the management system, which is the only type of organizational relationship in the linear structure.
2.2 Analysis of the structure and movement of the personnel of the organization
In the process of analysis, primary and static accounting data for 2007-2009 were used. The dynamics of the labor supply of the enterprise is presented in table 2.
Table 2. Dynamics of the number of personnel of RIVE JOHN SILVER LLC by category for 2007-2009
|
Average headcount, pers. |
Deviation |
|||||||
|
Growth rate, % |
Growth rate, % |
|||||||
|
workers, including |
||||||||
|
Key employees (cooks, bartenders, waiters) |
||||||||
|
Auxiliary workers of the production workshop (cleaners, dishwashers) |
||||||||
|
employees, including |
||||||||
|
Leaders |
||||||||
|
Specialists, other employees |
||||||||
|
Total employed |
Table 2 shows that the total number of employees of RIVE JOHN SILVER LLC tends to constantly increase, which positively characterizes the activity of this enterprise. The average number of employees increases by 1.34% in 2009 compared to 2008 and by 2.42% in 2008 compared to 2007. The number of workers also increases every year: by 0.92% in 2008 and by 0. 91% in 2009
During all three years, the number of core workers increases by 2.59% and 5.04% in 2008 and 2009, respectively, while the number of auxiliary workers tends to decrease. In 2008 their number increases by 2.50%, and already in 2009 it decreases by 9.76%. This is due, first of all, to the combination of two functions by one worker. The number of other workers during the analyzed period does not change, because. in 2008 it decreases by 0.59%, and in 2009 it increases by the same percentage.
Thus, the number of auxiliary workers is declining most rapidly, but the total number of workers tends to increase, due to the constant growth in the number of main workers.
In the process of analyzing the state and use labor resources it is also necessary to analyze the dynamics of the personnel structure for 2007-2009. Data for analysis are presented in Table 3.
Table 3. Dynamics of the structure of the number of employees of RIVE JOHN SILVER LLC (%) for 2007-2009
|
Number structure (%) |
Deviation (+;-) |
|||||
|
List number, total |
||||||
|
Incl. workers |
||||||
|
The main workers of the production workshop |
||||||
|
Auxiliary workers of the production workshop |
||||||
|
Workers (except for the production shop) |
||||||
|
Incl. employees |
||||||
|
Leaders |
||||||
|
Specialists, other employees |
Table 3 shows that during the analyzed period there are changes in the structure of the staff towards a decrease in the share of workers and an increase in the share of employees in the total number of employees by 0.30% in 2007 and 1.07% in 2008. At the same time, specific gravity employees in the structure of employees increases due to an increase in the number of specialists by 0.43% in 2008 and 1.48% in 2009, while reducing the number of managers (by 0.12% and 0.42% in 2008 and 2009, respectively) , which is a favorable trend in the activities of the enterprise.
Significant impact on the use of labor resources has the nature and level of movement of personnel in the enterprise. The data for the analysis of the movement of personnel of REVE JOHN SILVER LLC are presented in table 4.
Table 4. Personnel movement of RIVE JOHN SILVER LLC for 2007-2009
|
Name of indicator |
Deviation (+;-) |
||||||
|
Average headcount, total |
|||||||
|
Employed, total |
|||||||
|
Incl. production shop workers |
|||||||
|
Dismissed from work |
|||||||
|
Incl. production shop workers |
|||||||
|
Dismissed for reasons of turnover, total |
|||||||
|
Incl. production shop workers |
|||||||
|
Frame acceptance rate, total (p.3/p.1) |
|||||||
|
Incl. production shop workers (p.4/p.2) |
|||||||
|
Attrition rate, total (p.5/p.1) |
|||||||
|
Incl. production shop workers (p.6/p.2) |
|||||||
|
Personnel turnover ratio, total ((p.3+p.5)/p.1) |
|||||||
|
Incl. production shop workers ((p.4+p.6)/p.2) |
|||||||
|
Staff turnover rate, total (p. 7/p. 1) |
|||||||
|
Incl. production shop workers (p.8/p.2) |
Table 4 shows that in 2008 almost all indicators of personnel movement (except for the acceptance rate) tend to decrease, which positively characterizes the activity of the enterprise. However, in 2009 the situation changes, and all indicators (except for the turnover rate and the retirement rate of the main workers of the production shop) increase, which indicates an imperfect personnel policy pursued by the enterprise.
Let's analyze the structure of personnel - by age, length of service, level and profile of education and identify the degree of compliance with the position of each employee. The average age of the organization's full-time employees is 32 years. To get a more complete picture, we present the following grouping of the age of the employees of the enterprise in the form of a table (Table 5).
Table 5. Age structure of the personnel of RIVE JOHN SILVER LLC (%)
Table 5 shows that the age structure of the enterprise's personnel is heterogeneous. The age group from 20 to 29 years has the largest percentage - 41%, a smaller percentage falls on the age of 40-49 years - 24%. There are no employees under 20 and over 50. Considering the age structure of personnel by categories, it should be noted that the age of 30-39 years old - 50% and 40-49 years old - 50% prevails among managers, here we can see the lack of managers at a young age. Among specialists, the largest share of 52.6% refers to age group 20-29 years old. This suggests that the company is interested in young professionals. The vast majority of workers are between the ages of 20 and 29, the percentages are distributed as follows: 20-29 years old - 41.6%, 30-39 years old - 29.2%, 40-49 years old - 29.2%. Thus, the shortage of young workers in the composition of managers can be identified as a problem. Consider the age structure of personnel in dynamics by years (Table 6 and Fig. 4).
Table 6. Dynamics of the age structure of personnel (%)
Rice. 4. Age structure of the personnel of RIVE JOHN SILVER LLC
On fig. 4 clearly shows that 41% of the staff are under 30 years old, 35% - up to 40 years old, 24% - up to 50 years old.
It can be seen from the dynamics of the age structure of the personnel that every year there is a rejuvenation of the personnel, managers are interested in young specialists. So, in 2007, 32.2% of workers (cooks, bartenders, waiters) and specialists were aged 20-29, and in 2009 - already 41%.
Most of the employees have higher and secondary specialized education, but not according to the profile of work, as can be seen from Table 7, Fig. 5, which is not always sufficient for the performance of official duties.
Ranking the educational structure of the personnel, it can be noted that the largest percentage falls on employees with secondary special education - 45% of the total number of personnel, then with higher education - 33%, with secondary education - 22%. In general, the level of education is quite high.
Table 7 Educational structure personnel (in % of headcount) in 2009
Fig.5. Educational structure of personnel of RIVE JOHN SILVER LLC
Thus, the overwhelming majority are workers with secondary specialized education.
Of interest is the classification that reflects the relationship of the position with the level of education. So, for cooks, secondary and secondary special education is sufficient, depending on the specialty. 45.8% of cooks have a secondary education and 54.2% have a secondary special education. There is no number of cooks with incomplete secondary education. There are special educational requirements for specialists and managers. Consider the structure of employees working in their specialty and in accordance with their qualifications (Table 8).
Table 8. Analysis of the structure of employees working in their specialty and in accordance with their qualifications (%)
Table 8 shows that the number of permanent employees is increasing mainly due to employees with secondary special education and relevant qualifications.
In 2007 from average headcount 80.6% worked on a permanent basis, 41.9% with higher education, 16.1% of the total number in their specialty.
In 2008, 82% of the average headcount worked on a permanent basis, 35.9% with higher education, and 17.9% in their specialty.
In 2009, 81.6% of the average headcount worked on a permanent basis, 32.6% with higher education, and 30.6% in their specialty.
This situation has Negative influence for performance and dynamism labor collective and the firm's competitiveness in the market.
The organization also employs a number of employees who do not correspond to the position they hold according to their education (Table 9).
The personnel management service at the enterprise is represented by an assistant secretary who performs accounting functions personnel and mediation with the administration.
Table 9. Analysis of the discrepancy between the position held and the available education
The director of the company has a higher education, but not a specialized one, although this is necessary for the professional effective management of the company. The working staff, in particular cooks, waiters, bartenders, also do not have sufficient qualifications. A modern business presents not only new professional qualification requirements, but also more complex psycho-physiological requirements, such as the need for increased attention, operational thinking, and speed of decision-making.
The financial service at the company is represented by the accounting department, the chief accountant of which has a specialized secondary education. Since finance has a complex structure, and an integral part is the financial analysis, which is based on accounting data, there is a need to assess the future facts of the company's activities. But conscious and qualified decisions can only be made if there are necessary knowledge and economic education. With this understanding of the role of the chief accountant in the enterprise, it will help to turn him from a simple registrar of the facts of economic life into a financial analyst, consultant or manager.
The use of personnel should meet the goals of the organization, ensure strict compliance with labor laws in the process of this work. Also, the system of personnel use in the organization should be such that employees can give the greatest return in their workplace.
After analyzing the problem of mismatch of qualifications with the requirements of the workplace, we can conclude that a comprehensive radical solution to the problem lies in the creation of a personnel training system. It is possible to obtain high results in the development of corporate culture only if the people working at the enterprise have the knowledge and skills necessary to ensure that their efforts are effective and efficient. Training will ensure the development of their skills and abilities, which plays a unifying role in achieving the organization's main strategic goals.
2.3 Evaluation of the career growth of the organization's personnel by the method
questionnaire
A further study of the management of the business career of the personnel of the organization RIVE JOHN SILVER LLC was carried out by the method of a questionnaire survey to find out the opinion on the personnel policy of the organization in the field of personnel career management and the factors influencing the management of the business career in the organization under study. The questionnaire form is shown below in Fig. 6.
Fig.6. Questionnaire for conducting a survey of employees of the organization REVE JOHN SILVER LLC
242 employees (51.9%) took part in the survey using a random sampling method.
Based on the responses to this questionnaire, we see the presence of weaknesses in the implementation of the personnel policy in the field of career growth of the personnel of this enterprise.
The questionnaire survey showed that the reasons for dismissal are the following circumstances: 30% are not satisfied wage, 17% working conditions, 10% conflict with management, 15% do not see prospects for professional growth, career, 18% believe that the company does not have a system of social benefits. The results of the survey showed that employees are dissatisfied with the distribution of remuneration, which entails a decrease in labor productivity, violation of discipline, and dismissal of employees. Some of the employees (30%) lack a sense of ownership. And since man is a social being, one of the strongest psychological satisfactions that work brings is the feeling of belonging to something. Some people believe that work allows them to realize themselves as a person. The sense of involvement that employees have in processes is not just a matter of organization - it is also an emotional reaction. For those who have been working in the team for a long time, this connection will be something historical. For others, psychological reasons will matter.
After analyzing the results of the questionnaire survey, we can conclude that the reasons for leaving were dismissal for insufficiently responsible attitude to work on the part of employees. But a large share is occupied by the lack of interest of managers in the development, training, promotion of personnel, and motivation of personnel.
Summing up the results of the analysis of the effectiveness of managing the business career of personnel at a public catering enterprise in the restaurant LLC "REVE JOHN SILVER", Togliatti, we can conclude that the organization under study has a number of the following significant problems:
The dynamics of staff turnover at this enterprise is unstable, in 2009 there is a staff turnover, which indicates an imperfect personnel policy pursued by the enterprise;
There is a discrepancy between the position held and the existing education;
Lack of interest of managers in the development, training, promotion of personnel, motivation of personnel.
Based on this, the next part of this work will be devoted to the development of project activities aimed at solving the above problems.
3. Project of measures to improve business management
career of staff in a catering enterprise, in
restaurant LLC "REVE JOHN SILVER", Togliatti
3.1 Organization of production and technical refresher courses
staff qualifications
As a result of the analysis of the activities of RIVE JOHN SILVER LLC, it was revealed that the personnel of this organization need to be trained, to improve their qualifications, since this is the main way of obtaining professional education, the process of mastering knowledge, skills, abilities and ways of communication under the guidance of mentors, managers, etc. P. In this regard, the administration of RIVE JOHN SILVER LLC decided to organize advanced training courses for waiters and bartenders. The personnel training organization system was carried out in stages according to the following scheme (Fig. 7).
Rice. 7 Scheme for the implementation of a design solution for staff development at the enterprise REVE JOHN SILVER LLC
For implementation this project it is necessary to perform the following set of works:
1. Appoint a person responsible for project execution and a working group;
2. Prepare and approve the project program;
3. Prepare and approve the project budget;
4. Conduct an analysis of the following transactions in the labor market:
Existing recruitment methods,
Evaluation systems for analyzing the personality of employees,
The need for a new workplace
Problems of adaptation of new employees,
Pass order probationary period and practice of personnel training in other companies;
5. Conduct training for staff on the developed and approved materials;
6. Carry out an analysis of the implementation of the implemented measure.
To build a personnel training system at the enterprise REVE JOHN SILVER LLC during the production meeting, taking into account the degree of responsibility and functional duties, depending on their participation in the training stages, the participants in the implementation of the design solution were divided into the following categories (table 10)
Table 10 Functional responsibilities participants in the implementation of the design solution to increase professional competence personnel at the enterprise REVE JOHN SILVER LLC
|
Participant in the implementation of the design solution |
Functional responsibilities |
||
|
Head of the enterprise "REVE JOHN SILVER" LLC |
approving the training plan and budget, obtaining information about financial condition enterprises, goals, objectives, plans for the development of the organization as a whole. |
||
|
Determining the need for staff training |
|||
|
Manager-administrator of the restaurant LLC "REVE JOHN SILVER" |
drawing up a program and plan for staff training, creating new and selecting existing existing species, forms and methods of personnel training, determination of direct executors, forms and type of presentation of results. |
||
|
Contractor - specialist of the personnel development service Manager-administrator of the restaurant "REVE JOHN SILVER" LLC |
a person who directly carries out the process of training an individual employee (or a group of them) |
||
|
Trainee - employees of the company LLC "REVE JOHN SILVER" |
a group of employees of an enterprise that is targeted by organizational and economic measures in the field of training, retraining and advanced training |
Let's consider step by step the implementation of the implementation of this measure in the organization LLC "REVE JOHN SILVER".
Stage I - training planning.
Based on the analysis of the needs of personnel in need of training, it was planned to improve the qualifications of waiters and bartenders in the amount of 5 people:
Stage II - organization of the learning process. It was supposed to organize the process of training the employees of the firm "REVE JOHN SILVER" LLC on its own through in-house training with the invitation of external specialists in order to obtain fresh knowledge from outside the organization. At this stage, in-house training programs were also developed, focused on the development of personnel and preparing them for changes in the organization, as well as tests for the final assessment of personnel.
It was envisaged to conduct training with a partial separation from production according to the following schedule:
Group time: morning-afternoon-evening 2 hours a day
Training frequency: Monday-Friday
Duration of training: 1 week.
The result of the advanced training courses for the personnel of REVE JOHN SILVER LLC should be:
Systematization of existing experience and improvement of professional competence;
Formation of individual and intra-company style.
The training methodology developed by specialists of the personnel development service of RIVE JOHN SILVER LLC provided for the following points:
Intensive training based on experience, providing an individual approach to each participant;
Micro-lectures, role-playing and situational games, discussions, individual exercises, demonstrations, video training and watching fragments of an educational video film;
A set of teaching materials;
Conducting training.
Various seminars and trainings were held at the courses, where the trainees could gain knowledge on service in the restaurant business. The content of the program is presented in Table 11.
Table 11. The content of the training program for refresher courses for bartenders and waiters
|
Characteristics |
|||
|
room |
Specialized room equipped for practical exercises to work out the stages related to the service sector in a restaurant |
||
|
1) Acquaintance with the profession of a Waiter-Bartender. Basic requirements for bartenders and waiters 2) Psychology and etiquette. Service - what is it? Platinum Service Rule Typologies of guests The Steps of Superior Service Teamwork Relationship of restaurant divisions |
|||
|
Menu and wine list "Special Offer" Strategy 4) Bar equipment and trading floor to work as a bartender Types of bars Bar equipment Creating an atmosphere in the bar 5) History and classification of alcoholic beverages Tasting culture Methods for making mixed drinks Features and short range Characteristics of alcoholic beverages 6) Bartender's work methodology and Golden Rule in the work of a waiter 7) Types and rules of table setting. Appointment of dishes and work with it 8) Guest service. Rules and methods of serving dishes. Practical exercises for waiters and bartenders 9) Types of banquets and their features |
|||
|
Knowledge control |
Upon completion of the basic courses, tests are provided, and there are no time limits: using a password, this can be done remotely interactively at any time. The database contains about 400 questions, the test offers a random sample of 100 questions, 60 seconds are given for each answer, and to pass the test, the student must correctly answer at least 70 questions. |
||
|
Certificate of course completion |
After successfully passing the exam, a certificate is issued with a two-year validity period. After this period, a free attempt to pass the test is provided, taking into account updates. |
Stage III - training. Personnel training was built according to the following algorithm:
Acquaintance with the content and logic of the disclosure of the topic of the lesson;
Passing a preliminary test on the topic of the lesson;
Studying educational material on a specific topic while working on training session. Materials for study are presented in the form of a synopsis, graphic diagrams and audio lectures;
Expanding knowledge on the topic under study through acquaintance with specially selected additional materials;
Consolidation of the acquired knowledge in practice when performing tasks for self-examination, during discussions, role-playing and situational games;
Control of acquired knowledge - passing a control test on the acquired knowledge in a training session.
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The main directions for improving the process of career management in OJSC CB "Accept". To improve the process of managing the career of specialists in OJSC CB "Accept", the following measures can be recommended. Development of a regulation on career management at JSC CB "Accept", which will contain the following sections:
a common part
Goals and objectives of career management
Career management organization
Personnel assessment in the career process
The procedure for preparing and making a decision on career management issues
Documentation system used
This provision will systematize the process of career management in the bank.
Develop a general plan for the intraorganizational movement of personnel based on the knowledge that there is an optimal tenure of persons in a particular position.
An HR manager needs to improve their knowledge and skills in career management. To do this, you can offer the organization to send him to special training courses in personnel career management technologies. This will allow you to properly organize the career management process in the bank, and thus increase its efficiency.
Professional consulting for bank specialists on career management issues. The purpose of this event is to create the interest of employees in developing their careers, as well as provide them with the tools to start career management.
Let's calculate the commercial economic efficiency of the proposed measures (Table 3.1.).
Table 4
Calculation of the commercial economic efficiency of the proposed measures for managing the career of specialists.
|
Name of performance indicator |
Calculation formula |
The value of the indicator, rub. |
|
1. One-time costs for the implementation of activities |
||
|
1.1. Costs for developing Career Management Regulations |
Z1.1. \u003d W / pmonthChiMonthKsots. fear.Kop. salary = 17000121.341.0 | |
|
1.2. HR manager training costs | ||
|
2. Current costs for the implementation of activities (per month) |
||
|
2.1. Stationery, telephone expenses | ||
|
3. Savings and income from the implementation of activities (per month) |
||
|
3.1. Reducing staff turnover: | ||
|
3.1.1. Increasing production volumes by reducing the loss of working time | ||
|
3.1.2. Reducing recruitment costs | ||
Calculate the annual flow real money from the implementation of the proposed activities: 54000 * 12- (60560 + 1000 * 12) = 575440 rubles
The project is economically feasible - it pays off in the first year of implementation, and its commercial efficiency is 575,440 rubles. in year.
Consider the social effectiveness of the proposed activities (Table 4).
Table 5
Social efficiency of the proposed measures to improve the career management system of specialists.
|
positive social change |
Prevented negative social changes |
|
Reducing staff turnover, increasing job satisfaction, ensuring that the content of work meets the interests and individual characteristics of employees, increasing the professional level of employees, increasing the validity of decisions on issues of intra-organizational relocations, improving the moral and psychological climate, and stabilizing the team. |
The deterioration of the moral and psychological climate caused by staff turnover, staff dissatisfaction with work due to the inconsistency of the incentives offered by the organization with the motives of employees, the damage caused to the individual due to the inconsistency of work with the individual characteristics and interests of the employee. |
Thus, it can be concluded that the proposed measures to improve the career management process are expedient and will bring a positive economic and social effect to OJSC CB "Accept".
The goals of career management in the institution are to designate:
the use of the career factor as an assessment of the employee's merits, a fundamental incentive in the employee's activities;
rationally use the professional abilities of employees in order to achieve the goals of education management activities;
ensuring a relatively stable composition of staff capable of accumulating professional experience and corporate culture of education management
provide the employee institution position corresponding to self-esteem and therefore delivering moral satisfaction
an employee of the education administration to occupy a position that enhances his professional capabilities and develops them;
employees to work in a specialty or occupy a position that allows them to achieve a certain degree of independence.
Also in this provision it is necessary to define the tasks of managing the career of the organization's personnel:
determine the criteria and portraits of employees;
develop the abilities, skills, abilities of staff;
formation of a team leader capable of managing a group; use of the principle of equal and fair opportunities for employees in moving up the "career ladder";
formation of a team of employees capable of acting in modern conditions, with success for all education management;
creation of a single social organism of the institution.
The main objectives of the formation of a personnel reserve are:
formation of high-quality personnel of the Administration urban settlement, its departments;
stimulation of increasing professionalism, service activity;
timely replacement vacancies municipal service;
ensuring the right to promotion;
purposeful advanced training and retraining of municipal employees in the reserve.
The main principles for the formation of a personnel reserve are:
equal access of citizens to enrollment in the reserve in accordance with their abilities and professional training;
objectivity in assessing the quality and results of performance of persons enrolled in the reserve;
voluntary inclusion in the reserve;
planning work on the formation of a personnel reserve of municipal employees;
publicity in work with the reserve;
unity of the basic requirements for nomination;
creation of conditions for professional growth of candidates for nomination, creative performance of their duties.
The personnel reserve is formed to fill the leading and senior positions of the municipal service in the Administration of the urban settlement, its departments, from among the municipal employees replacing the positions of the municipal service in the Administration of the urban settlement, the Administration of the Solecki municipal district, heads and specialists of organizations, institutions (hereinafter referred to as candidate specialists), meeting the requirements set forth in paragraph 1 of this Procedure on the basis of:
proposals of the Head of the urban settlement, recommendations of the Deputy Head of the urban settlement, heads of departments of the Administration of the urban settlement and at least one recommendation the head of the organization in which the specialist candidate works (Appendix 1);
results of the next certification of municipal employees;
the results of studying the materials of a personal file municipal employee;
the results of studying the materials of the performance of a municipal employee, specialist candidate, their training, retraining, advanced training and other documents.
If there are several candidates that meet the requirements set forth in paragraph 1 of this Procedure for inclusion in the reserve for filling the position of the municipal service, the employer (representative of the employer) decides on their inclusion in the reserve for the vacant position of the municipal service. The formed personnel reserve is drawn up in the form of a list, which is compiled by a specialist in personnel work Administration of the urban settlement (Appendix 2) to this Procedure. The list of the personnel reserve is approved annually by June 1 by order of the Administration of the urban settlement. Within 10 days from the date of approval of the list of the personnel reserve, the specialist in personnel work of the Administration of the urban settlement submits the list for familiarization to municipal employees, candidate specialists included in the personnel reserve.
During the year, it is possible by order of the Administration of the urban settlement to include additional candidates in the list of personnel reserve. Exclusion from the list of personnel reserve is made by order of the Administration of the urban settlement in the event of:
appointments to the appropriate position of the municipal service in the order of promotion;
reaching the maximum age of stay in the municipal service;
a written application of a person in the reserve for exclusion from the personnel reserve;
the onset and (or) discovery of circumstances that prevent a citizen from entering the municipal service or performing municipal service;
layoffs in the municipal service.
The employer (representative of the employer), when a vacant position of the municipal service appears, has the right to decide on its replacement from among the persons included in the personnel reserve. If there are several candidates in the reserve for filling the position of the municipal service, the employer (representative of the employer) decides to appoint one of them to the vacant position of the municipal service, based on the results of consideration of the materials of the personal file and the results of the interview.
Description of work
The purpose of the course work is to improve the career management system of employees of the organization.
Tasks set:
1. Consider the main provisions of the employee's labor career.
2. Analyze the system of career planning for employees in the organization.
3. Develop a career planning process.
4. Develop recommendations for improving the personnel management system in
Introduction - 3
1. Theoretical foundations of planning an employee's labor career. - 5
1.1 Essence, types and stages of career planning. - 5
1.2 Career planning activities. - 16
1.3 Formation of a working career. - 21
2. Planning the worker's career. - 29
2.1 general characteristics OOO Vertical. - 29
2.2 Analysis of personnel potential and management of personnel development
OOO Vertical. - 35
2.3 Improving staff career planning. - 44
Conclusion - 57
List of used literature - 58
The work contains 1 file
GOU VPO "Bryansk State Engineering and Technology Academy"
Department of Public Administration and Finance
Course work
in the discipline "personnel management"
on the topic
Improvement (development) of the employee's career planning system
Performed:
3rd year student
Faculty of Economics
Sirotkina Yu.O.
Checked by: Associate Professor
Departments of "GUiF"
Sergutina T.E.
Bryansk 2010
Introduction - 3
1. Theoretical foundations of planning an employee's labor career. - 5
1.1 Essence, types and stages of career planning. - 5
1.2 Career planning activities. - 16
1.3 Formation of a working career. - 21
2. Planning the worker's career. - 29
2.1 General characteristics of Vertical LLC. - 29
2.2 Analysis of personnel potential and management of personnel development
OOO Vertical. - 35
2.3 Improving staff career planning. - 44
Conclusion - 57
List of used literature - 58
Introduction
Everyone at some point begins to seriously think about their future, about future career. Knowledge of what a career is, what types and models of career exist, how to manage a career, as well as knowledge of their abilities, weaknesses and strengths, will help him choose a job in an organization that provides him with opportunities for professional growth and a better standard of living; get a higher degree of job satisfaction; more clearly represent personal professional prospects, plan other aspects of life; purposefully prepare for future professional activity; increase competitiveness in the labor market.
On the other hand, organizations in which a career is a managed process receive:
1. Motivated and loyal employees who associate their professional activities with this organization, which increases labor productivity and reduces staff turnover;
2. Ability to plan the professional development of employees, taking into account their personal interests;
3. Career development plans for individual employees as a source for determining training needs;
4. A group of interested in professional growth, trained, motivated employees for promotion to leadership positions.
This is the relevance of the course work.
The object of the course work is OOO Vertical.
The subject is the worker's career.
The purpose of the course work is to improve the career management system of employees of the organization.
Tasks set:
1. Consider the main provisions of the employee's labor career.
2. Analyze the system of career planning for employees in the organization.
3. Develop a career planning process.
When writing this term paper, the following sources were used: Bakanov M.I., Sheremet A.D., Belolipetsky V.G., Bukhalkov M.I., Kuksov A., Shchiborshch K.V., Godin A.M., Eliseeva I.I., Karpov A.V., Sokolova Ya.V., Fomin P.A., Pavlova L.N., Ovsiychuk M.F., Sidelnikov L.B., Naumov A.I., Vikhansky O.S. .
1. Theoretical foundations of planning an employee's labor career.
1.1 Essence, types and stages of career planning.
Career planning allows employees to see what position they can get if they acquire the appropriate positive experience under certain initial conditions. Career plans, unlike development plans, are not aimed at specific jobs, but reflect only professional activities in the enterprise. They must be developed on the basis of a thorough analysis of the work, as they have a strong motivating effect, which, under adverse conditions, can lead to serious disappointment.
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. This sequence of positions is called a professional CAREER. For some people, a career is the result of a detailed long-term plan, for others it is a series of accidents. Obviously, the desires of an employee alone are not enough for a successful career development, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder requires professional skills, knowledge, experience, perseverance and a certain element of luck.
Management specialists, considering the problem of a person's attitude to a career, emphasize that, no matter how a career develops, the determining factor is not its objective assessment from the outside, but the subjective assessment of the person making this career.
« Career is the result of a conscious position and behavior of a person in the field of labor activity, associated with official or professional growth.There are two types of career: professional and intraorganizational.
An intra-organizational career means that a particular employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, support and development of individual professional abilities, retirement. The employee goes through these stages within the walls of one organization.
« A vertical career is the type of career with which the very concept of a business career is most often associated, since in this case the promotion is most visible. This kind of career requires:knowledge of job descriptions of tasks, duties, rights, responsibilities, criteria for evaluating activities, assessing knowledge at the intended exit from the position and planned departure when changing positions, it is necessary to carry out pre-job training and advanced training.
The most vulnerable point is the mismatch of knowledge, skills and abilities.
A horizontal career does not mean an indispensable and constant movement up the organizational hierarchy, it can include the expansion or complication of tasks, the role of the head of a temporary or target group. A kind of professional-horizontal career is rotation:
- Ring - return to the starting position;
short - planned passage by the employee of the received positions;
- Irrevocable - promotion without returning to the starting position and without vertical growth.
A horizontal career involves the improvement of a specialist in his chosen professional field, and the organization is undoubtedly interested in such development of an employee. If an employee of the company wants to move to another division, then, most likely, he no longer really wants to work in his old place. If you prevent his movement, there is a risk that this employee will leave the company altogether.
The procedure for moving an employee within the company should be based on the following elements:
1. desire of the employee
2. consent of the head of the department where the employee is transferred
3. consent of the head of the department where the employee works
The most important here is, of course, the desire of the employee. This factor is often underestimated by managers who believe that they know exactly where the employee will work best and bring more value to the organization. However, not everyone can work in a new place without desire. An attempt to move an employee without his will often ends with his leaving the organization.
However, the desire of an employee is, of course, not enough. There must be a vacancy in the host unit and the consent of the head of this unit. This consent, in turn, is determined by how satisfied the head of the receiving unit is with the qualifications and behavioral characteristics of the employee.
Finally, the third component - the consent of the head of the department where the employee works - is most often the most difficult to achieve. Indeed, a leader who easily dismisses his employee always runs the risk of not getting a replacement for him. In addition, a negative opinion may form about the leader: after all, employees leave him. And yet, a reasonable leader will always come to the conclusion formulated at the beginning of this subsection that it is impossible to forcibly keep an employee in the unit.
Demotion. This technique in personnel management is rarely used. A typical situation, the resolution of which is possible with the help of demotion of an employee. At the first stage of his work in the company (which can last quite a long time), the employee develops and reaches a certain job level, at which his qualification meets the requirements for the position. However, then, for various external or internal reasons related to the development of the business itself or its environment, the requirements for the position are increasing, often unexpectedly for the employee and even his manager. Of course, by organizing employee training, you can try to eliminate the gap between his qualifications and the requirements for the position. However, this may not be possible due to the high cost of training or insufficient ability to retrain the employee himself (including, for example, related to his age). Demotion (moving to a lower level) is associated in our society with failure. An efficient person simply fails to understand how downgrading can be a viable alternative. However, if at least one of the following conditions is present, such a movement is not only a good, but simply a necessary, internally acceptable alternative:
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