Основы управления персоналом (на английском языке). Учебное пособие

process and the financial results of training, expressed in the form of an increase in the beneficial results of the enterprise, increasing its potential, reducing the costs of operating the enterprise.

The relationship between the learning process and the change in the performance of enterprises is expressed in a number of factors that reflect the changing motivations, functional behavior and social interactions of employees who have been trained. The results of the system of training and retraining of personnel and managers may include:

-increase in the speed of work (reaction to abnormal situations) of personnel who have been trained;

-Expanding the horizon, increasing the number of options considered when making decisions by executives and professionals, which affects the optimality of decisions;

-Reduction of losses from incorrect assessment of the situation and incorrect actions of employees, associated with fixing in the learning process the skills of more competent management of technical systems;

-preventing damage from unforeseen occurrence of undesirable events and situations, limiting the spread of so-called "chains of undesirable developments" ("domino effect");

-reducing the probability of accidents and breakdowns of equipment, threats to life and health of people;

-strengthening the corporate consciousness of employees, bringing together the personal interests of workers with the interests of the company;

-Increased capacity for coordinated, conscious collaborative action and decision-making;

-the exchange of information between employees of various enterprises that are trained together, the distribution of "horizontally" best practices, other innovations

The system of indicators, quantitatively expressing the impact of changes in the functional characteristics, motivations and social behavior of trained workers on the operation of the system as a whole, consists of several groups of indicators that reflect an increase in the speed of work (including shortening the duration of analysis and assessment of the situation, functional reactions, assessing the consequences of actions) ; improvement of its quality; in-

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creasing the number of options for action or solutions; better coordination of activities of employees engaged in related operations.

To calculate the values of the selected indicators, you should use the data of accounting and statistical reporting, as well as expert estimates.

Vocational training is associated with significant material costs, and therefore the formation and monitoring of budget execution are the most important elements in the management of vocational training. Two factors affect the size of the budget - the company's training needs and its financial status. Top management determines how much can be spent on vocational training during the next year, and, comparing the size of the budget with identified needs, sets the priorities for vocational training.

When calculating the budget of vocational training, all the components of costs must be taken into account. Often, organizations calculate only direct costs - compensation to invited instructors, costs for renting study rooms, purchasing materials and equipment, etc., and try to reduce them by using as instructors employees of the company or conducting training in their own premises, ignoring other types of costs related to the lack of employees in the workplace, the costs of their travel, food, etc. Only the availability of complete information on the costs associated with vocational training makes it possible to make the best decision about the method of conducting training

Evaluation of the effectiveness of training programs is the most important moment in the management of professional training in a modern company. Increasingly, the cost of professional training is seen as an investment in the development of the organization's personnel. These investments should bring return in the form of increasing the effectiveness of the organization (more complete implementation of its objectives). So, many economic organizations expect additional profit from vocational training. X Corporation considers a 10% return on invested capital to be desirable. Having spent $ 100,000 on vocational training, the corporation expects to receive an additional profit of at least $ 10,000 (10% of capital investment).

It is thus difficult to assess the effectiveness of each individual program, because it is far from always possible to determine its impact on the final results of the activities of the entire organization. In this case, the effectiveness can be assessed according to the degree of achievement of the objectives set before the program. In the example above, the elevator maintenance organi-

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zation has created special programs to eliminate and prevent the main causes of elevator malfunctions. The effectiveness of this training can be assessed by the extent to which the number of failures for these reasons, time and costs, and their elimination have been reduced.

Chapter 7. TECHNOLOGY OF CAREER MANAGEMENT AND

PROFESSIONAL GROWTH OF PERSONNEL

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7.1. Type and career goals

The effectiveness of the organization depends not only on the quality of staff, but also on managing it as relevant, and potential professional opportunities, professional experience. If this does not happen, if the leader is not able to understand his role, and besides, he does not allow to make practical steps in the right direction to the service of personnel management, no matter how highly professional the staff is, creatively and productively the organization is unlikely to work.

As the score is important for the conductor and musicians to be able to fully realize themselves and be heard, it is important for the organization not only to know who can do what and who can do it, but also to make sure that the talent and professional experience of a person are seen in time and in demand. The role of a kind of score in the organization in terms of managing the professional capabilities of the staff is carried out by a comprehensive personnel technology - personnel management.

Career management is a function of managing the professional capabilities of a person in an organization. To successfully implement this function, it is first of all necessary to understand the very concept of "personnel career". It exists in the broad and narrow sense of the word and reflects the unity of the two career processes - professional career and career.

Career in the narrow sense of the word is a person's individual labor path, a way of achieving goals and results in the basic form of personal selfexpression. Since in the organization such forms can be professional development or official promotion of a person, one should talk about his professional or career career.

In a broad sense, the career is understood as subjectively consciously own judgments about one's future in labor, the expected ways of expressing oneself and satisfying oneself with work, this is the sequence of professional roles, statuses and activities in a person's life.

A business career is the advancement of an employee through the levels of the service hierarchy or the successive change of employment during his working life.

Objective conditions affecting promotion:

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1)the highest point of career - the highest position in a particular organi-

zation;

2)career length - the number of positions on the way from the first to the highest;

3)the indicator of the level of position - the ratio of the number of persons employed at the next hierarchical level to the number of persons on the hierarchical level of the individual's being at the moment;

4)the indicator of potential mobility - the ratio for a certain period of time of the number of vacancies at the next level of the hierarchy to the number of persons at the hierarchical level where the individual is.

When determining career paths, the following circumstances should be considered:

These factors should be taken into account in the construction of career histograms and the definition of approaches to career development in the enterprise, since these indicators indicate the chances of an ordinary employee to take the desired position

A career is a graphic description of what should happen or happens to people at different stages of a career. Career surveys for specialists and managers are usually based on the results of special scientific research in interested organizations. Career planning is an individualized process, as each person has his own system of values, interests, work and personal experience.

There is no universal form of the careerogram, however the following are the most common points in it.

1. Personal data of the employee.

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2.Current position.

3.Work experience in the position held.

4.Personal career reference points of the employee.

5.Opportunities for growth in the position held.

6.The history of the employee's work in the company.

7.Information about training.

8.Results of attestation.

9.Skills, knowledge and skills necessary for holding a higher position.

10.Type and methods of training, which must be mastered to enter a new position.

11.The level of the personnel reserve for which the employee is identi-

fied.

The careerist method has its pros and cons. But it is worthy of attention, if only for the fact that it is the first of its kind fusion of a bureaucratic approach to career planning for employees with the results of their activities

In the modern theory of management of human resources under the careers, it is customary to understand the individual-conscious changes in the position and behavior of a person related to work-related production experience and work activity throughout the work life.

The formation of a career is influenced by two groups of conditions: objective - not depending on the person, and subjective.

Objective conditions for the formation of a career can be divided into: - general - special requirements for the profession;

- socio-economic - related to the change in ownership; - Crisis conditions - increased risk, threatening life;

- personnel - there is no system of personnel work.

Subjective conditions depend on the person himself. So, for example, John L. Holland believes that career choice is an expression of personality, and not an accidental event where the role of "chance" plays, the achievements of a person in one form or another of career depend on the correspondence between his personality and the situation of work .

Studying the question of career Holland came to the conclusion that each person to a certain extent belongs to one of six types of personality:

♦ realistic - a person who prefers activity related to the manipulation of tools and mechanisms, - the machinist;

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♦research - such a person prefers to be an analytic, inquisitive, methodical and precise - a scientist-researcher;

♦artistic - it's an expressive, original, internally focused - decorator;

♦social - this person likes to work together and, helping others, purposefully avoids systematic activities, including mechanical, - the school counselor;

♦entrepreneurial - a person who loves activities that allow him to influence others to achieve goals, - an attorney;

♦conventional - likes systematic manipulation of data, records, reproduction of materials - buhgalter.

One type dominates, but the person uses strategies of two or more types. The goal of a career is manifested in the reason why a person would like to have a specific job, take a certain step on the hierarchical staircase of

posts.

Career management involves the achievement of the following objectives:

• formation, development and rational use of the professional potential of each employee and the organization as a whole;

• ensuring the continuity of the professional experience and culture of the organization;

• to achieve mutual understanding between the organization and the employee on its development and promotion;

• Creation of favorable conditions for the development and promotion of personnel within the organizational space, etc.

Forming career goals is a constant process. The goals of a career change with age, with increasing qualifications, etc.

In real life, the most common are six types of approaches to building a career.

1. A climber is a conscious career, is not inclined to sharp thoughtless decisions; passes the steps from bottom to top; the next step, only firmly entrenched and insured. He is determined to reach the top and will storm her to victory.

2. Illusionist - prefers to seem than "to be"; well able to exploit the external signs of the image of a successful person; waits for the highest wave

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that would have lifted him up; can manipulate others, is not inclined to take on more responsibility; will leave to the competitor at more favorable offer.

3.Master - he is interested in learning new areas, the main thing is an interesting, saturated life, a sense of moving forward (not upward). Can take unexpected decisions for others about leaving or changing activities.

4.Ant - works strictly for specific tasks because of fear of making a mistake, fulfilling, fighting responsible decisions; clear instructions, lack of freedom of choice and praise of leadership will be his best reward.

5.Collector - Wants to reach the peaks, but too long preparing to start a professional activity, has several entities, but has almost no real experience; vaguely imagines his career path, monetary claims are higher than his real value.

6.Usurper - hopes in life mostly for himself, moving along the career ladder, driven by self-love, is focused on vertical career, authoritarian style of management. He feels responsible, tries to control his work and the work of neighboring units, often arbitrarily expanding his powers. Uncertainty forces him to adhere to strong groups, but distrust does not allow the use of opening opportunities.

To classify career types, you can identify a variety of different grounds, signs, criteria.

In practice, there is a wide variety of career options, which are based on four main models:

1."Springboard".

2.The Ladder.

3.The Snake.

4."Crossroads"

In the medium of consideration, a career is traditionally divided into professional and organizational (intra-organizational and inter-organizational).

According to the content of the changes occurring in the career process, it is possible to distinguish such types of career as power (growth of influence), qualification, status, monetary (income career).

By the nature of the flow distinguish between linear and non-linear types of careers.

In the process of implementing a career, it is important to ensure the interaction of all types of careers, which involves the following tasks:

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-achieving the relationship between the goal-setting of the organization and the individual employee;

-ensuring the orientation of career planning for a particular employee in order to take into account his specific needs;

-ensuring openness of the career management process;

-elimination of "career dead ends", in which there is practically no opportunity for development of the employee;

-improving the quality of the career planning process;

-the formation of visible and perceived criteria for career growth, used in specific career decisions;

-study of the career potential of employees;

-providing a reasonable estimate of the career potential of employees in order to reduce unrealistic expectations;

-identification of ways of career growth, the use of which will satisfy the quantitative and qualitative need for staff at the right time and place.

Practice has shown that workers often do not know their prospects in this team. This indicates a poor setting of work with staff, lack of planning and control of career in the organization.

The basic forms of career movement: job growth and rotation.

The official growth is the replacement of a higher level position in comparison with the previously occupied one.

Rotation is the movement of an employee in positions that are on the same level of hierarchies.

Work on employee management consists of the following stages.

1. When hiring an employee, the basic rules of career planning are taught.

2. He is transferred to the basic tools of career management: qualification requirements for posts, training programs, etc.

3. Building an individual career plan for the employee and coordinating it with the manager.

4. Implementation of the plan - performance of work, achievement of planned results, systematic development of knowledge and skills, transfer from office to position.

Planning and control of a business career consists in the fact that from the moment of acceptance of the employee into the organization and up to the

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supposed dismissal from work, it is necessary to organize systematic horizontal and vertical promotion of the employee in the system of positions or workplaces. An employee should know not only his prospects for shortand long-term periods, but also what indicators he must achieve in order to count on promotion.

In the world, two models of career development are common: the American model and the Japanese model.

Characteristics of American and Japanese models of personal management show different schemes for building a career. Career planning in Japanese firms that focus on the life-long hiring of employees suggests that all employee movements (shifts in activity, horizontal and vertical movements) occur within the same firm.

The Japanese firmly hold the opinion that the manager should be an expert able to work at any part of the company, rather than perform any separate function. Under the ladder, a person should be able to look at the company from different angles, without delaying one position for more than three years. Many Japanese leaders in the early stages of the career worked in the trade unions. As a result of this policy, the Japanese leader has a much smaller amount of specialized knowledge, which in any case will lose its value in five years, and at the same time has a holistic view of the organization, backed up by the same personal experience.

American firms also regard the transfer of an employee to another firm as a natural option for the development of his career. This approach is called diversified. On the one hand, American firms are proud that the employees who left them have succeeded elsewhere. On the other hand, a long work in a well-known firm is the best recommendation and a guarantee of getting a new job.

At present, there is a growing interest in the world in safeguarding work. For this, there are other, besides the above, reasons:

-fear of being fired creates a nervous environment and lowers labor productivity;

-fear that the use of new equipment will lead to job losses, hinders the technical development of production;

-a large turnover of staff costs the organization expensive, especially in cases when it comes to highly qualified personnel.

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