Экономические науки/5. Управление трудовыми ресурсами

Kuzmina Julia

Student of the master's program,

North-Caucasian Federal University, Russia

MANAGEMENT OF THE BUSINESS CAREER OF THE PERSONNEL OF THE ORGANIZATION

“Career management” is understood as the impact of managers, authorities, personnel services on the purposeful development of a person's abilities, the accumulation of professional experience and the rational use of potential, both for the benefit of the employee and for the benefit of the organization.

The priority of this direction is due to a significant increase in the role of professional skills in the process of developing and rapidly implementing new business technologies and services. In Russia, the following authors devoted their work to managing business careers: Aksenova E.A., Bazarov T.Yu., Vesnin VR, Gorelov NA, Zhuravlev P.V., Zaitsev G.G., Deineka A .V., Dyatlov V.A., Egorshin A.P., Kibanov A.Ya., Kosharnaya G.B., Lobanov A.A., Maslov E.V., Makushin V.G., Matirko V.I., Odegov Yu.G. and etc.

Our goal of the article is to consider the management system of the business career of personnel capable of providing a flexible correspondence of the professional knowledge and practical skills of employees to the constantly changing and more complicated situation in the labor market.

A business career is the progressive advancement of the individual in any field of activity, changing the skills, abilities, qualifications and remuneration associated with the activity; advancement through the once chosen path of activity, achievement of fame, glory, enrichment [2, p. 427], for example, obtaining greater powers, higher status, power, more money. From an organizational point of view, a career is viewed as a set of interrelated decisions on the choice of a particular variant of the person's future activity, based on the opening opportunities for overcoming the discrepancy between the real and desired official position. This choice is carried out both by the person who is interested in the career, and by the persons to whom it is subject. Quite often this decision is made in conditions of lack of time, insufficient or unreliable information, psychoemotional load and how correctly it is not always objective, justified.

There are several types of careers. First, it is a dynamic career related to the change of jobs. Secondly, it is a static career, carried out in one place and in one position through professional growth;

Thirdly, a horizontal career, which 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. The concept of a “horizontal career” does not mean an indispensable and constant movement up the organizational hierarchy.

Fourth, this is a vertical career, which is determined by the rise to a higher level in the organization's structural hierarchy (promotion, which is accompanied by a higher level of pay), a career type. It is with this kind of link the very notion of a business career, since in this case promotion is most visible.

Fifth, the combination of vertical and horizontal types of quarry, gives a so-called step career.

Sixthly, it is a centripetal career, which consists not so much in movements as such, but in their actual result, which is the approach to the “center’ of the organization. In this case, a person, even without occupying any high positions, may be close to the leadership admitted into the narrow circle of communication included in the elite [1].

Success in a career should be seen both in terms of progress from one position to another, higher, and in terms of the degree of mastery of a particular profession, its skills and knowledge.

An internal evaluation of the success of a career occurs by a real comparison of the situation with the personal goals of the individual. External evaluation is based on the opinion of others, status, influence. These estimates may not correspond to each other. This situation leads to internal conflict.

The optimal development of career advancement helps to maximize the effectiveness of a person's professional activity. Hence the need for career management. Management of a business career is a complex of activities carried out by the personnel service of organizations, in planning, organizing, motivating and monitoring the employee's career growth, based on his goals, needs, opportunities, abilities and inclinations, and also on the goals, needs of the socio-economic conditions of the organization [4, p. 446]. A feature of this type of management is that the object is a career, that is, a process, and the subjects of this process is the employee himself, on the one hand, and the personnel management service on the other.

The task of the personnel service is to create optimal conditions for career advancement of the employee in the organization and its motivation. Motives are the driving force of a career. Correct revealing of motives allows directing a career towards the most effective activity of an employee, both for the organization itself and for a person. There are several types of motifs.

Autonomy, which manifests itself in the desire to achieve independence, does everything in its own way. In the organization such an opportunity can provide a high post credibility and merit.

Technical and functional competence, which manifests itself in the desire to be an unsurpassed specialist, the ability to solve complex professional tasks. A person focused on this motive is practically indifferent to the material side of the matter, but they highly appreciate the recognition from the leadership and colleagues.

Security and stability, which are expressed in the desire to preserve and “root” their position in the organization. People with this orientation tend to get a position giving such guarantees.

Managerial competence, which manifests itself in the desire for power, leadership, which is usually associated with a high position, status symbols, responsible and highly paid work, privileges, recognition of leadership and rapid advancement on the career ladder.

Entrepreneurial creativity, which is determined by the desire to create and organize something new, engages in creativity. This requires the necessary power and freedom that a certain position can provide.

The need for primacy, which is expressed in the desire of man to always be the first leader.

There are other motives that vary from the person's age, his needs, goals and the surrounding situation. Therefore, they should be identified and formed in each employee in accordance with his aspirations. Ultimately, career motivation should stimulate its development in the required directions.

Usually there are two ways of forming a career: natural and artificial.

At the heart of the first is the training of a specialist by means of official promotion, when new official functions are mastered on the basis of existing experience. This way you can prepare a specialist of any quality and level, but there is no guarantee regarding the timing of readiness and the number of specialists.

The artificial process involves targeted intensive training. And this preparation has a strictly limited time frame, but does not guarantee a high learning result.

It is an important element of career management is its planning. Currently, there are a large number of career management programs, without the implementation of which it is not implemented. These programs have the following characteristics:

- Accounting for posts that will be vacant;

- Individual detailed career planning of a specialist standing in the reserve for promotion;

- Creation of incentives for the employee to improve the efficiency of activities.

Personnel’s planning, carried out “from above”, is a scheme for filling vacancies. It is supplemented by planning “from below”, which includes the development of individual career plans for employees.

Career planning “from below” by the workers themselves and their immediate supervisors is an important part of human resource management. It involves identifying the capabilities of the individual, his inclinations and development needs.

Career planning does not create new vacancies and does not guarantee promotion. But it contributes to the individual development and professional growth of the employee, increases its importance for the company, which ensures a greater “return” of the employee firm.

Career plan is an individual work of an employee, providing for the achievement of a personal goal in the field of professional activity.

As a rule, the career plan is formed for a year. It includes the long-term objectives of the employee, the most important needs to reach the career stage, assignments to the employee, ensuring the transition to the next stage of the career, the company's commitment to assist the employee in the preparation for the next stage of the career.

The process of career planning is an effective means of developing in person potential opportunities to become involved in the affairs of a firm.

An important element of career management is the selection of development positions. They make it possible to prepare the cadres well for advancement.

The identification of the relationship between job requirements makes it possible to develop typical replacement schemes. Such schemes usually cover whole groups of posts linked together. The connection is that the promotion of the employee to the vacant post that opens creates another vacant vacancy.

The development of the system of filling and filling vacancies is carried out by personnel services, which should work in close interaction with the line management personnel.

Formation of the personnel reserve for promotion in the position comes from the number of employees who showed high results in the certification of the organization's staff and positively proved by the achieved results.

The reserve is formed in two stages:

1) The nomination is carried out by the heads of the enterprise divisions.

2) Selection of the most promising of the numbers of nominated candidates is carried out by a specially assembled commission [3].

The final decision on enrollment in the personnel reserve is made based on the results of an additional assessment procedure, during which the employee's motivation to build a career, his erudition and psychological fitness for the required activity are assessed.

Based on the results of the evaluation activities, an individual development plan is drawn up for a period of one to three years, in which development goals and actions necessary for their achievement are identified-training, internships, the performance of new duties, and so on.

For each functional unit, it is proposed to develop its own career routes that reflect the sequence of employee movements. Using them, the employee of the organization together with his manager can plan the development of his own career.

References

1. Bychkova, A. (2005) Upravleniye personalom: uchebnoye posobiye [Personnel management: a textbook.]. Penza: izdatelstvo Penzenskogo gosuniversiteta. 200 p.

2. Kibanov, A. (2009) Upravleniye personalom: uchebnik [Personnel management: a textbook]. 2nd ed. Moskva: INFRA-M. 256 p.

3. Melikhov, Yu. (2008) Upravleniye personalom: portfel' nadezhnykh tekhnologiy: uchebno-prakticheskoye posobiye [Personnel management: a portfolio of reliable technologies: a practical training manual [Personnel management: a portfolio of reliable technologies: a practical training manual]. Moskva: Dashkov i K°. 244 p.

4. (2000) Upravleniye organizatsiyey: uchebnik [Organization management: textbook]. Pod red. A. G. Porshneva, Z. P. Rumyantsevoy, N. A. Salomatina. Moskva: INFRA-M. 660 p.