Training and development of personnel in the organization. Moscow State University of Printing Methods for developing organizational personnel article

What are the features of managing the social development of personnel? What methods of staff training and development exist? How and why is personnel rotation carried out in an organization?

Dear friends, I, Alla Prosyukova, one of the authors of the publications, welcome you to the pages of the HeatherBober online magazine!

What do you know about personnel development? Are you lost in thought and can’t give an exact answer? Then my article today is for you!

After reading the material to the end, you will become familiar with the most common mistakes in personnel development in practice and learn how to minimize them.

So here I go! Join us!

1. What is personnel development and why is it necessary?

Personnel development is often equated with training, which is absolutely wrong. Training is just one of its components, implying the acquisition of new knowledge.

A definition will help clarify and answer the question of what personnel development is.

This is a complex of organizational and economic measures aimed at changing (improving) the material, spiritual, and professional qualities of workers.

System components:

education;
training;
creating an effective career building system;
rotation;
change in job responsibilities;
expansion of the area of responsibility.

In many organizations, the social development of personnel is highlighted as a special area.

Social development of personnel- comprehensive development of social skills of employees, contributing to improving relationships in the organization, increasing the labor efficiency of each specialist.

The main tasks of social development of personnel:

creating a team of like-minded people;
self-development of employees;
development of social partnership;
increasing social protection of personnel;
improving the personnel growth mechanism;
formation of the company’s corporate culture;
creating comfortable working conditions;
building an effective employee motivation system.

This block is controlled using the following methods:

Social (sociological). These include: social planning, sociological research, conflict management, impact on employee incentives.
Socio-psychological. Toolkit: socio-psychological diagnostics, psychoconsulting, psychocorrection.
Socio-economic. They imply: remuneration, planning, cost accounting, purchase of company securities by employees, which allows them to participate in the distribution and receipt of profits.

2. When personnel development may be needed - an overview of the main situations

Personnel development is important for any organization. There are a number of situations when this process is vital for her.

Let's look at the main ones.

Situation 1. Increased competition in the market

To remain competitive, a company needs to maintain staff professionalism at the proper level. This will allow us to carry out the necessary technological transformations in a timely manner, introduce innovations, modernize production, and therefore strengthen our competitive positions.

Situation 2. Development of new information technologies

The development of science, technology and information technology requires constant improvement from personnel, acquisition of new professional skills, and advanced training.

Good training and the availability of up-to-date practical skills in the field of information technology among employees contribute to the rapid adaptation of the company to all external changes with minimal losses.

Situation 3. High staff turnover

The lack of career growth, training and development of employees in the company is one of the reasons for high staff turnover. To retain employees, they create a personnel development system and then constantly improve it.

It is rare that an employee will leave a company if he is confident that it will help him grow professionally and move up the career ladder.

Situation 4. Low quality of employee work

The 21st century, with the latest technologies, complete computerization, and sophisticated equipment, places high demands on the professionalism of workers and the quality of their work.

If your employees do not reach the required level, organize, develop mentoring, etc. This approach will allow us to bring the quality of work to the required levels, which will certainly have a positive impact on the activities of the company as a whole.

Situation 5. Unfavorable microclimate in the team

The tense situation in the team requires immediate resolution. Know that the problem will not go away on its own.

Find out the reasons for this state of affairs. Perhaps the opposing sides should be divided into different departments. When selecting employees, consider their psychological compatibility. This will minimize interpersonal conflicts.

3. What are the methods of personnel development - 3 main methods

Any process evolves using certain methods. Personnel development is no exception.

I suggest you familiarize yourself with the 3 main methods used for these purposes.

Method 1: Mentoring

This is a very popular method of staff development.

Mentoring- practical on-the-job training conducted by a more experienced, highly qualified employee (mentor).

This method is usually used in relation to young specialists re-entering the company. Its goal is to help newcomers adapt to the team, acquire practical skills necessary to perform work duties, and contribute to their comprehensive professional development.

Effective mentoring involves 4 stages:

Stage 1: mentor talks - student listens;
Stage 2: mentor shows - student looks;
Stage 3: the mentor does it together with the student;
Stage 4: the student does - the student tells how he does it - the mentor controls and prompts.

Want to know more? Read the article “” on our website.

Method 2: Delegation

The next method is delegation. Let's define this concept. This will immediately reveal the essence of the process.

Delegation- transfer of powers (or part thereof) of the manager to employees to achieve any specific company goals.

With the help of delegation, employees are involved in the process of making strategic decisions and achieve self-realization. They gain a sense of significance not only in the eyes of management, but also of the entire team.

Delegation allows you to:

identify the potential of subordinates;
reveal their abilities;
increase the work motivation of employees;
reduce the turnover of professional employees;
improve staff qualifications.

Method 3. Rotation

Finally, another frequently used method of personnel development is rotation. By tradition, I first give a definition.

Rotation- horizontal movement of employees from one position to another within the organization.

It may seem that this method is nothing more than career growth or. But that's not true.

During rotation, the employee does not rise up the service hierarchy. He remains at the same job level, acquiring only other official responsibilities, solving tasks that were not previously characteristic of him.

Example
To expand the development opportunities for IT department specialists and retain the most valuable of them, MTS has developed five levels of positions for horizontal movement.
If a leading specialist wants to participate in such a rotation, he is transferred to another position. If you succeed and the assessment results are high, you are assigned the expert level (grade 10-12).
department expert (grades 11–13);
Department Advisor (grades 12–14);
block advisor (grade 15);
advisor "MTS" (grade 16).

Of course, wages increase with each grade.

Objectives of the method:

change of work environment;
acquisition of new professional skills;
increasing labor productivity;
reducing costs for selection, training and retention of employees;
training in related professions;
creation of a personnel reserve;
complete interchangeability of employees;
reducing the level of conflicts.

Rotation has a positive impact on business profitability. According to a study conducted by the HayGroup analytical group at the University of Michigan, USA, in companies with planned rotation the change in annual profitability from the planned one is +16%, and in organizations without it -7%.

4. Personnel development through personnel rotation - 7 main stages

Rotation is the most effective method of personnel development. However, its effectiveness largely depends on the correct organization of the process.

Using this method, companies are faced with various difficulties that can completely destroy all good initiatives.

To avoid this, read the step-by-step instructions.

Stage 1. Preliminary preparation for the implementation of the rotation system

Are you familiar with the 6P rule? “Proper Pre-Planning Prevents Poor Performance”.

It most accurately assesses the importance of preliminary preparation.

In order for the rotation to be effective, it is necessary to prepare for it properly:

study existing experience on this topic;
decide on the forms and methods of rotation;
identify employees willing to participate in the rotation;
determine the result that is planned to be achieved;
appoint responsible persons.

Stage 2. Preparation of documentary support for the rotation process

At this stage, local acts regulating the process of personnel rotation are developed and approved.

In this period:

rotation goals are formulated;
a list of positions participating in the process is compiled;
the frequency of the event is determined;
the criteria and level of material incentives for participating employees are determined;
the “Regulations on Rotation” and the order for its implementation are prepared and approved;
All interested parties familiarize themselves with these documents.

Stage 3. Drawing up a rotation plan

Depending on the type of rotation and its frequency, managers of the personnel management service draw up and approve a schedule of proposed movements.

All participants in the process become familiar with ready-made plan under signature.

Stage 4. Building communication with staff on rotation issues

Communications with personnel regarding rotation issues include a number of activities.

The main ones are:

Consultative working meetings with employees on rotation issues;
familiarization of rotation participants with the plan for its implementation;
summing up results and covering them at planning meetings, in corporate publications, etc.

Stage 5. Communications during the rotation process

During the rotation process, an important place is given to communications with personnel.

The main directions of such communications:

discussion with displaced employees about the state of affairs;
informing the team about the progress of the rotation, the successes and problems of the participants;
support for interpersonal communication with colleagues from previous places of work.

Stage 6. Analysis of the rotation process

The effectiveness and efficiency of rotation is analyzed through various methods.

Meet the most popular:

interviews with the mentor and the displaced specialist himself;
monitoring the employee’s work in a new place;
assessment using the “360 degree” method;
business games;
trainings.

Stage 7. Drawing up a rotation plan for the next period

After the end of one rotation, it is time to plan it for the next period.

The plan is drawn up taking into account the results received, comments and wishes of the participants of the previous rotation

5. Professional assistance in personnel development - review of the TOP-3 service companies

Is staff training and development your strong point? Are you a highly qualified specialist in this field? No?

Place these tasks in the hands of professionals and get guaranteed results!

The result of my monitoring of companies offering similar services will help you with this.

"Russian School of Management" (RSU) - one of the leaders Russian market educational services for business.

Benefits of training:

the world's best techniques, adapted for Russian companies;
wide branch network;
state accreditation and international quality certificate;
expert teachers;
copyright;
wide selection of training programs;
own training loyalty program.

Seminars, trainings, and RSHU are chosen annually by more than 10 thousand employees of various companies from all over Russia.

2) Specialist

November 10, 1991 in Moscow at MSTU. Bauman, the Specialist Training Center was created - a non-profit organization of additional education. The company's catalog contains more than 1 thousand courses in various areas.

Types of training offered by the Center:

unlimited-online;
open;
part-time;
online.

Each of them has its pros and cons. I recommend taking a closer look at unlimited. Find out about its advantages at various tariffs from the table.

“Unlimited online training” - types and conditions of subscription:

№	Subscription type	Cost for individuals (RUB)	Cost for corporate clients (RUB)	Subscription terms
1	"Unlimited"	149 000	179 000	Term 365 days. from the moment of activation, payment is made in full in one lump sum before the start of the course, video recordings of courses are not provided
2	"Unlimited: light"	90 000	114 990	365 days from the date of activation, payment before the start of courses 10% for each chosen course, video recordings of courses are available for 3 months.
3	"Unlimited: intensive"	99 990	127 990	180 days after activation, any courses, but no more than 8 hours daily, video recordings of courses are not provided

To find out more details and get acquainted with all the offers of the Specialist Training Center, visit its website.

IGS Group has been helping client companies optimize business processes for more than 13 years. The company has 100 successful projects in various fields.

Main directions of IGS Group:

technical support for client business;
outsourcing of personnel processes (motivation, selection, its development);
accounting services;
marketing;
company management;
financial advisory;
legal support.

Among our regular clients, Russian companies vary in scale and type of activity: from small LLCs to giants such as Lukoil.

6. What are the mistakes of personnel development - the 4 main mistakes of a novice manager

No one is immune from mistakes. As practice shows, novice managers creating a personnel development system for their company also have some of them.

I'll tell you about the most common ones. Read carefully and remember: "Forewarned is forearmed".

Mistake 1. Investing in one-time rather than regular events

Personnel development is a systemic process. Scattered, sporadic events are of little use.

Identify the need, prepare regulatory documentation, draw up a plan (at least 6 months, preferably a year), determine the required budget based on the company’s capabilities.

Only such a systematic, integrated approach will give the desired result.

Mistake 2. Lack of control over the assimilation and application of new knowledge and skills

In many Russian companies, one can observe a lack of control over the assimilation and application of new knowledge and skills of employees. Practice proves that such control is necessary.

It allows:

establish that the results of personnel development make a real contribution to the achievement of the company’s strategic objectives;
identify process problems;
identify the relationship between the benefits of the activities carried out and the costs of them.

Mistake 3. Refusal to reward employee achievements after training

Often the employer does not provide any incentives for employees who achieve excellent results in professional training. And in vain!

Basic concepts, principles and methods of personnel development in an organization

In an unstable economic situation and intense competition, enterprises need to make more and more efforts to survive in tough market conditions and become successful.

Along with well-organized procedures for recruitment and selection, adaptation, incentives, and business assessment of personnel, one of the ways to help generate new ideas for business, master modern technology, develop and implement advanced techniques and technologies, as well as train highly qualified employees is the creation in organizing a system of professional development of personnel.

The concept of continuous development became relevant half a century ago. It was then, with the beginning of the scientific and technological revolution, that the whole world drew attention to the fact that professional knowledge becomes obsolete faster than it can be acquired in a full cycle of education. And most importantly, there has been a fundamental change and rethinking of the role of man in production. Nowadays, personnel is the organization’s strategic resource and a key factor in its long-term and stable functioning. Well-trained personnel, ready to change with the organization, open to innovation, become a competitive advantage of any enterprise, and personnel development is one of the most important functions of personnel management.

IN modern literature Many definitions of the concepts “process” and “development” are considered, but the meaningful interpretation can be reduced to the following definitions:

1.Process– a set of a series of sequential actions aimed at achieving a certain result.

2.Development– a process aimed at changing material and spiritual objects in order to improve them.

3.Staff development– (in a broad sense) a set of activities aimed at improving the quality of the organization’s human resources.

Staff development– (in the narrow sense) is a system of interrelated actions, including strategy development, forecasting and planning of personnel needs, career management and professional growth, organization of the process and adaptation, training, training, formation of organizational culture.

Personnel development can be general or professional.

General development personnel is a process of enriching the intellectual capital of employees, awareness of the surrounding reality, adoption of new values, expansion of social connections and partnership opportunities that contribute to the full disclosure of individual labor potential for the purpose of personal growth and increasing contribution to the affairs of the organization.

Professional development of personnel – This is a system of interrelated activities aimed at improving the professional competencies of employees and their motivation in order to perform not only the duties necessary for work, but also new functions to solve current and future problems of the organization.

The essence of professional development of personnel lies in systematically increasing the level of knowledge, developing skills, mastering various methods of communication, improving personal and business qualities necessary to perform work, improving production and organizational culture to meet the personal needs and demands of the enterprise.

Professional development applies to all areas of activity, be it production, trade, transport or education. It should become the norm, not a heavy burden, a formal job responsibility, but a way of life, a useful habit.

Personnel development is a systematic process focused on shaping employees to meet the needs of the enterprise, and at the same time studying and developing the productive and educational potential of the enterprise's employees.

In order for the personnel development process to be effective, the following principles must be taken into account:

1.Systematicity. Personnel development should be a permanent process, i.e. carried out throughout the employee’s working life. In other words, becoming a professional once is not enough. To remain a “pro” in your business, you need to constantly update all your professional competencies.

2.Interdependence. Employees of the organization and managers must have: motivation, conditions and opportunities for professional development.

3.Prospects. Personnel development activities should be proactive in nature, i.e. be relevant, in demand and focused on the future.

4.Complexity. Professional development of staff is usually understood as only staff training, but this is not entirely true. The concept of “professional development” is much broader than the concept of “training”, which means it includes not only training, but also other programs.

The basic elements of professional development in an organization are:

Professional selection and recruitment of employees;

Induction and adaptation;

Creating motivation for learning;

Training;

Business assessment of personnel;

Retraining and advanced training of personnel;

Business career management;

Rotation;

Delegation of powers;

Formation of a personnel reserve;

Organization of payment and labor incentives.

I want to pay special attention to each of the listed elements and analyze them in more detail.

A). Professional selection and hiring of employees.

Personnel selection – This is the process of studying the psychological and professional qualities of an employee in order to establish his suitability for performing duties in a certain workplace or position and selecting the most suitable one from a pool of applicants, taking into account the correspondence of his qualifications, specialty, personal qualities and abilities to the nature of the activity, the interests of the organization and himself.

The personnel selection process is carried out in several stages. The main ones are:

Planning of quantitative personnel needs - based on the adopted strategic development plan of the company or requests from line and functional services for expected vacancies;

Construction of competency models for vacant positions, description of the vacancy profile and job description;

Organizing the search for candidates using internal and external sources, as well as non-standard approaches;

Primary selection of candidates (resume analysis, telephone interview, questionnaire analysis);

Secondary selection of candidates (testing, interviews, case methods, etc.);

Making a decision to hire an employee;

Drawing up an employment contract, enrollment, preparation and implementation of an adaptation program.

There should not be too many selection criteria, otherwise it will be difficult. The main ones are: education, experience, business qualities, professionalism, physical characteristics, personality type of the candidate, his potential capabilities.

Hiring is a series of actions aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization. This is a set of organizational measures, including all stages of recruitment, as well as assessment, selection and hiring of employees. Some specialists in the field of personnel management consider this process right up to the end of the induction stage, that is, until the moment when new employees fit into a specific workforce and the organization as a whole.

B). Induction and adaptation of personnel.

Introduction to the position - a set of measures designed for quick and effective adaptation of new personnel. The induction program developed in the organization allows us to provide the best start to work for a new team member. Its main goal is to familiarize new employees with the general rules of work in the organization, safety and health regulations, new working conditions, corporate traditions and standards of behavior. A newcomer must be familiar with the general activities of the organization; with his colleagues, especially with those who will work directly with him; the nature of the work itself; working conditions (work rules, safety and health regulations, equipment, general building layout, etc.).

Ideally, the program should be supervised by a person who is the new hire's immediate supervisor, although depending on the specifics of the organization, these functions may be performed by different employees. They will need to spend some time selecting and preparing the information provided to the new employee. The development of an induction program must be approached with the utmost care. After all, the first impressions of a new employee about the organization are the strongest and can influence motivation to work and relationships in the workforce for a long time. An unsuccessful introduction to a position can significantly worsen the adaptation process in the team, and therefore delay the time when the employee begins to make a full contribution to the organization’s activities.

To manage the induction process, it is advisable to develop a special plan, which indicates the completion dates of each item of the program and regularly checks the implementation of activities. This allows you to get an idea of what information the new employee has already learned and what information has not.

Personnel adaptation – This is a mutual adaptation of the employee and the organization, based on the employee’s gradual adaptation to new professional, social and organizational-economic working conditions.

Personnel adaptation goals:

Reducing start-up costs, since the new employee does not know his job well workplace, it works less efficiently and requires additional costs;

Reducing the level of concern and uncertainty among new employees;

Reducing labor turnover, because if newcomers feel uncomfortable new job and unnecessary, then they can react to this by dismissal;

Saving time for the manager and employees, since the work carried out according to the program helps save time for each of them;

Developing a positive attitude towards work and job satisfaction.

Tasks of the unit or adaptation management specialist:

Organization of seminars, courses on various issues adaptation;

conducting individual conversations between a manager and mentor and a new employee;

Completion of intensive short-term courses for managers taking up new positions;

Completion of special training courses for mentors;

using the method of gradually increasing the complexity of tasks performed by a beginner;

Carrying out one-time public assignments to establish contacts between a new employee and the team;

Preparation of replacements during personnel rotation;

Conducting special role-playing games in the team to unite employees.

There are two types of adaptation:

1.Primary adaptation- adaptation of young personnel who do not have professional experience (as a rule, in this case we are talking about graduates of educational institutions).

2.Secondary adaptation - adaptation of employees who have experience in professional activities (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

The following forms of adaptation are distinguished:

1.Professional adaptation characterized by additional development of professional capabilities (knowledge and skills), as well as the formation of professionally necessary personality qualities and a positive attitude towards one’s work. As a rule, job satisfaction occurs when certain results are achieved, and the latter come as the employee masters the specifics of work in a particular workplace.

2.In progress psychophysiological adaptation the totality of all conditions that have different psychophysiological effects on the worker during work is mastered. These conditions include: physical and mental stress, level of monotony of work, sanitary and hygienic standards of the production environment, rhythm of work, convenience of the workplace, external influences, etc.;

3. In progress socially – psychological adaptation the employee is included in the system of relationships between the team and its traditions, norms of life, and value orientations. During such adaptation, the employee receives information about the system of business and personal relationships in the team and individual formal and informal groups, and about the social positions of individual members in the group.

4. In progress organizational and administrative adaptation– the employee becomes familiar with the features of the organizational management mechanism, the place of his unit and position in the overall system of goals and in the organizational structure.

5. Economic adaptation– allows the employee to become familiar with the economic mechanism of managing the organization, the system of economic incentives and motives, and adapt to new conditions for remuneration for their labor and various payments.

6. In progress sanitary and hygienic adaptation the employee becomes accustomed to the new requirements of labor, production and technological discipline, and labor regulations.

The adaptation program is divided into general and specialized. General adaptation program concerns the entire organization and addresses the following issues:

General idea of the organization;

Remuneration about the organization;

Fringe benefits;

Occupational health and safety;

Relations between employees and the trade union;

Household services

After the implementation of the general adaptation program, specialized adaptation program. It covers issues related specifically to a department or workplace. This program is typically delivered by line managers or mentors. This program includes the following topics:

Unit functions, goals and priorities; organization, goals, structure and functions; relationships with other departments;

Duties and responsibilities; a detailed description of the current work and expected results; an explanation of why this particular work is important, how it relates to other types of work in the department and in the enterprise as a whole; working hours and schedule; requirements for the quality of work performed;

Rules and regulations: rules specific only to a given type of work or a given unit; safety regulations; relations with employees of other departments; food, smoking in the workplace; personal telephone conversations during working hours;

Inspection of the unit: fire alarm button, entrances and exits; smoking areas; first aid places;

Presentation to department employees.

IN) Motivation for staff training. Different organizations have their own employee motivation system. They can be divided into two groups:

1. financial motivation

2. non-material motivation, it includes:

Recognition and status;

Interpersonal relationships;

Creativity and growth;

Praise

1. Material motivation includes: the amount of money and the regularity of wages, the opportunity to regularly increase earnings, the direct dependence of remuneration on the results of one’s work, the absence of a ceiling on income. Catering at the expense of the company. Providing employees with travel tickets. Providing subscriptions to fitness centers. Full or partial payment for travel to a vacation spot or vacation itself, etc.

If money is the dominant motivator for an employee, then it is important to create additional motivators, since, relying only on the financial motivator, the employee can easily change jobs based on monetary interest.

2. Non-material motivation. The employee attaches great importance to such work criteria as normalized or free working hours, convenient work schedules, stable wages, availability of medical and pension insurance, and convenient travel. Also great importance has a job in a large company, which is some guarantee of stability.

Recognition and status. Opportunity for career and professional growth. To achieve professionalism in any job, an employee must strive to become the best in his specialty.

Clear boundaries. These include a standardized working day and a certain range of responsibilities. Reward individuals for the collective contribution of the group. In this era of teamwork, people often feel that their individual contributions go unrecognized.

Interpersonal relationships. Employee's interest in good interpersonal relationships in a team largely depends on the policies of the organization itself. A good relationship with colleagues develop if employees of the same organization have the opportunity to communicate in their free time from work: these are corporate holidays, birthday greetings, joint trips to nature, a friendly team - creativity and growth. This category includes the ability to independently set goals, control oneself, find creative ways to solve assigned problems, the company’s tolerance for risk and potential mistakes, and training opportunities for employees. A person who is passionate about learning will definitely grow in his position and develop additional skills. Therefore, you can use knowledge and learning as a reward and motivating factor.

Praise. Verbal encouragement can be given at general meetings and holidays, accompanied by the presentation of certificates, cups, etc.

Personnel adaptation system - gives the new employee an idea of the company, the criteria for successfully completing the probationary period and the program of his actions for this period. All this increases the employee’s sense of security and helps build employee loyalty, starting from the first days of work in the company.

The motivation system of each company is developed based on the goals and strategy of the company itself, and there is no single model that is suitable for all organizations. Important to consider psychological characteristics employees, so that the motivation system generates in employees exactly the behavior that is expected of them. The reward system should be clear and objective for employees. Explain to your subordinates the reward system you have adopted. Inconstancy and arbitrariness in incentives and rewards lead to conflicts, not to increased motivation.

G) Training - the main way to obtain vocational education. This is a purposefully organized, systematically and systematically carried out process of mastering knowledge, abilities, skills and methods of communication under the guidance of experienced teachers and mentors. Specialists, managers, etc.

Three types of training must be distinguished. Personnel training– systematic and organized training and production of qualified personnel for all areas of human activity, possessing a set of special knowledge, abilities, skills and methods of communication. Staff development– training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with increasing requirements for the profession or promotion. Personnel retraining– training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with mastering a new profession or changing requirements for the content and results of work.

There are many purposes for training company personnel. Let's list some of them:

Obtaining by employees new knowledge and skills necessary for work;

Maintaining the professional level of staff;

Preparing staff to replace colleagues during vacation, illness, dismissal, etc.;

Preparing for promotion;

Introducing staff to the company’s operating standards, development strategy, and operating technology;

Maintaining a positive attitude towards work;

Forming a sense of belonging to the company, motivation for further work.

What methods of personnel training can be used in the company?

There are different methods of staff training. For example:

Self-education of personnel;

Long-term additional training of personnel related to the strategic objectives of the company;

Short-term mandatory training of personnel caused by the need to maintain technological processes at a modern level;

Short-term additional training of personnel related to the strategic objectives of the company;

Mentoring.

In addition to solving several more problems, this method can be used to teach company operating standards. This is not the acquisition of new knowledge, skills and abilities, but the transfer of existing corporate knowledge within the company.

Staff self-education includes studying specialized literature, visiting thematic exhibitions and seminars, collecting and systematizing information. The main difference between self-education and additional education is that, as a rule, it is not systematic in nature and may have nothing to do with the strategic objectives of the company.

Long-term additional training personnel related to the strategic objectives of the company includes obtaining a second higher education, an MBA degree, as well as participation in long-term training programs and events. From a business point of view, such education can be considered as an investment in personnel, who begin to work after a certain time.

Short-term compulsory and additional training personnel related to the operational tasks of the company - this is a very large range of different activities that are necessary for effective operational management related to the strategic tasks of the organization. This category includes seminars and business trainings that are of interest to the company both at the current stage and in the future. These could be conferences and exhibitions where experience is exchanged. This also includes the participation of company specialists in the work of various professional clubs and communities, as well as 1c training courses.

Training can be short-term or long-term. Short term training– these are professional trainings and seminars. In the process of such training, several skills and abilities are practiced, if this is a training, or information is shared on one or more topics, if this is a seminar. Its duration ranges from one to three days. As a rule, in the modern business environment, the effect of short-term staff training is noticeable within three to four months, maximum six months. The company is more interested in it to solve its business problems, so it is usually paid for entirely by the organization.

IN long-term training(long-term programs, obtaining a second education, advanced training programs), of course, both the company and employees are interested. It increases the cost of a worker in the labor market, so in this case good decision There will be parity in payment for staff training. In this case, both staff motivation and loyalty increase. On the other hand, the company has compensation for part of the costs, and by concluding an agreement with an employee, it receives certain guarantees of his work in the organization and the use of the knowledge he has acquired.

To determine how effective the personnel training was, it is also necessary to determine what was the input and what was the output, in other words, where the increase in knowledge, skills and abilities occurred during the training. Thus, the control system necessarily includes:

Incoming control;

Ongoing control (if we are talking about long-term training programs);

final control (can have a formal or informal form);

Monitoring the use of acquired knowledge and skills in the work process.

All methods of personnel training can bring the necessary results and be in demand within the organization. The main thing is to know what result the company expects from this personnel training, why it needs it, and how the results obtained will be monitored.

D) Business assessment of personnel – This is a purposeful process of establishing compliance of labor productivity and the factors that ensure it with the requirements of a position or workplace.

Main tasks of personnel assessment:

a) Managerial influence. With the help of an assessment, as well as with the help of an evaluative conversation, the employee can be shown his place in accordance with his achievements, which contributes to the manageability of the staff.

b) Determining the amount of remuneration, since only with an objective assessment of the employee’s achievements is it possible to fairly pay for his work.

c) Personnel development, as it provides a choice of worthy forms of encouragement and promotion of professional growth of employees.

c) Rational use of the employee, since assessment is mandatory when taking a job, promotion, relocation, or making a decision to leave a job.

d) Work motivation, since it is an impulse for the conscious activities of employees aimed at increasing achievements.

In addition, personnel assessment can help in solving such significant problems as:

Establishing feedback with an employee on professional, organizational and other issues;

Satisfying the employee’s need to evaluate his own work and quality characteristics.

Types of personnel assessments should be distinguished according to many criteria that are used in production practice.

In accordance with the criteria of systematicity, the following are distinguished:

Systematic assessment, carried out by clearly defining all the most important features of the assessment (the assessment process, its frequency, assessment criteria, method of measuring the assessment).

Unsystematic assessment, in which the assessor is given a choice of how to measure the assessment, the assessment process, and assessment criteria.

In accordance with the criteria of regularity, they distinguish: regular assessments, which are most often used continuously, for example, to determine the amount of remuneration. Typically, such ongoing assessments are carried out once every six months, every year, or every two years.

D) Retraining and advanced training of personnel. If we consider vocational education as a system, then it is necessary to distinguish two stages. The first is professional training itself. The second is subsequent efforts made to deepen, expand and complement previously acquired qualifications.

Retraining- training related to the need to change a specialty due to changes in the professional structure of employment, changes in the employee’s ability to work, etc.

Training- training due to changes in the nature and content of the work of specialists in their positions, obsolescence of knowledge.

At the same time, depending on the goals pursued, previously acquired qualifications must be preserved, brought into line with the changed situation, or used for professional advancement. This approach to advanced training directly follows from the concept of lifelong education, which is based on the principle of organizing stepwise industrial training of personnel.

Continuity of training does not mean episodic retraining of workers due to the obsolescence of their qualifications, but a successive process of systematic improvement of qualifications and expansion of its volume planned on the basis of forecasts for the development of means of production according to the principle of transition from less to more complex professions, from narrow specialization to versatility. Such planning of the process of developing the potential of the workforce in accordance with the development of the material and technical base minimizes the need for urgent and ill-prepared measures to retrain workers in new professions.

Training(training) is the purposeful acquisition of new knowledge and skills, the study of best practices. It is professional improvement in accordance with the constantly changing conditions of production activity that represents the main content of advanced training.

Advanced training after completion of vocational training and a certain period of work in the profession is aimed at achieving two goals:

- ensuring the adaptation of professional qualifications to new trends in technical and professional development by conducting training events that accompany the labor process, mainly at the enterprises themselves;

Preparation of a professional career with a transition to a higher level of qualification as specialists and mid-level management personnel (for example, foremen, technicians, specialists in practical issues of organization and economics of an enterprise, specialists in various fields, etc.) by attending courses at the enterprise, with training center, serving many businesses, or at a vocational school.

Therefore, the importance of professional development is increasing. Periods of time when studying predominates are replaced by periods of time with predominance practical application, and vice versa. Work and study are constantly becoming more inseparable from each other. Vocational training, work in a profession and advanced training always contain both elements: an element of study and an element of application. It is important to note the following:

1. Training is a systematic process of changing employee behavior in order to best achieve the goals of the enterprise.

2. A formal training program is an attempt by an employer to provide its employees with the opportunity to improve job skills, qualifications and knowledge.

3. Learning all this is an activity through which an individual increases his skills, knowledge and capabilities, which is reflected by corresponding changes in his work.

4. The purpose of training is to improve mastery. Motor skills, mental skills, communication skills are the objects of various training programs.

During the period of intensive technological transformations, advanced training is given exceptional importance, ensuring the very existence of the enterprise.

AND) Business career management – is a set of activities carried out HR department organization, for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, capabilities, abilities and inclinations, as well as based on the goals, needs, capabilities and socio-economic conditions of the organization. Each employee manages his or her business career. Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities.

A career goal cannot be called an area of activity, a specific job, position, or place on the career ladder. It has deep content. Career goals are manifested in the reason why a person would like to have this particular job, to occupy a certain step on the hierarchical ladder of positions. Career goals change with age, and also as we ourselves change, with the growth of our qualifications, etc.

Forming career goals is an ongoing process.

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

Achieving the relationship between the goals of the organization and the individual employee;

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

Ensuring openness of the career management process;

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

Improving the quality of the career planning process;

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

Studying the career potential of employees;

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

Determining career paths that will satisfy the quantitative and qualitative needs for personnel at the right time and in the right place.

H) Rotation. From time to time, employees of an organization move from one position to another, from one department to another. This happens both on the initiative of management and on the employee’s own initiative. Actually, such movement is called rotation. In the theory of personnel management, rotation is understood as a system of transfers and relocations of employees within a division or company to new jobs on a regular, legal and organized basis.

The point of rotation is that:

1) diversity brings the employee satisfaction with the new position held, new functions performed, new tasks set, achievement of new goals and results, that is, the development of one’s own career. Consequently, the employee is not looking for “novelty” in another company (worse - from competitors);

2) a sense of community is fostered between employees throughout the company, their readiness to compromise, cooperation, and teamwork increases.

However, it should be remembered that an employee transferred to a new position quickly learns new job responsibilities and much slower - new social roles for oneself or new aspects of already familiar behavioral roles. Therefore, an employee can successfully cope with professional (functional) tasks, but experience additional difficulties and even fall into trouble. conflict situations due to failure to confirm their role expectations.

AND) Delegation of powers.

In an unstable economic situation and intense competition, enterprises need to make more and more efforts to survive in tough market conditions and become successful.

In modern literature, many definitions of the concepts “process” and “development” are considered, but a meaningful interpretation can be reduced to the following definitions:

1. Process - a set of a series of sequential actions aimed at achieving a certain result.

2. Development is a process aimed at changing material and spiritual objects in order to improve them.

3. Personnel development - (in a broad sense) a set of activities aimed at improving the quality of the organization’s human resources.

Personnel development - (in the narrow sense) is a system of interrelated actions, including strategy development, forecasting and planning of personnel needs, career management and professional growth, organization of the process and adaptation, training, training, formation of organizational culture.

Personnel development can be general or professional.

General personnel development is a process of enriching the intellectual capital of employees, awareness of the surrounding reality, adoption of new values, expansion of social connections and partnership opportunities that contribute to the full disclosure of individual labor potential for the purpose of personal growth and increasing contribution to the affairs of the organization.

Professional development of personnel is a system of interrelated activities aimed at improving the professional competencies of employees and their motivation in order to perform not only the duties necessary for work, but also new functions to solve current and future problems of the organization.

In order for the personnel development process to be effective, the following principles must be taken into account:

1. Systematicity. Personnel development should be a permanent process, i.e. carried out throughout the employee’s working life. In other words, becoming a professional once is not enough. To remain a “pro” in your business, you need to constantly update all your professional competencies.

2. Interdependence. Employees of the organization and managers must have: motivation, conditions and opportunities for professional development.

3. Perspective. Personnel development activities should be proactive in nature, i.e. be relevant, in demand and focused on the future.

4. Complexity. Professional development of staff is usually understood as only staff training, but this is not entirely true. The concept of “professional development” is much broader than the concept of “training”, which means it includes not only training, but also other programs.

The basic elements of professional development in an organization are:

Professional selection and recruitment of employees;

Induction and adaptation;

Creating motivation for learning;

Training;

Business assessment of personnel;

Retraining and advanced training of personnel;

Business career management;

Rotation;

Delegation of powers;

Formation of a personnel reserve;

Organization of payment and labor incentives.

I want to pay special attention to each of the listed elements and analyze them in more detail.

A) Professional selection and hiring of employees.

Personnel selection is the process of studying the psychological and professional qualities of an employee in order to establish his suitability for performing duties in a certain workplace or position and selecting the most suitable one from a pool of applicants, taking into account the compliance of his qualifications, specialty, personal qualities and abilities with the nature of the activity, the interests of the organization and himself.

The personnel selection process is carried out in several stages. The main ones are:

Planning of quantitative personnel needs - based on the adopted strategic development plan of the company or applications from line and functional services about expected vacancies;

Construction of competency models for vacant positions, description of the vacancy profile and job description;

Organizing the search for candidates using internal and external sources, as well as non-standard approaches;

Primary selection of candidates (resume analysis, telephone interview, questionnaire analysis);

Secondary selection of candidates (testing, interviews, case methods, etc.);

Making a decision to hire an employee;

Drawing up an employment contract, enrollment, preparation and implementation of an adaptation program.

Recruitment is a series of activities aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization. This is a set of organizational measures, including all stages of recruitment, as well as assessment, selection and hiring of employees. Some specialists in the field of personnel management consider this process right up to the end of the induction stage, that is, until the moment when new employees fit into a specific workforce and the organization as a whole.

B) Induction and adaptation of personnel.

Induction is a set of activities designed to quickly and effectively adapt new personnel. The induction program developed in the organization allows us to provide the best start to work for a new team member. Its main goal is to familiarize new employees with the general rules of work in the organization, safety and health regulations, new working conditions, corporate traditions and standards of behavior. A newcomer must be familiar with the general activities of the organization; with his colleagues, especially with those who will work directly with him; the nature of the work itself; working conditions (work rules, safety and health regulations, equipment, general building layout, etc.).

Personnel adaptation is a mutual adaptation of the employee and the organization, based on the employee’s gradual adaptation to new professional, social and organizational-economic working conditions.

Personnel adaptation goals:

Reducing start-up costs, since while a new employee does not know his workplace well, he works less efficiently and requires additional costs;

Reducing the level of concern and uncertainty among new employees;

Reducing labor turnover, since if newcomers feel uncomfortable in their new job and unnecessary, they may react to this by quitting;

Saving time for the manager and employees, since the work carried out according to the program helps save time for each of them;

Developing a positive attitude towards work and job satisfaction.

Tasks of the unit or adaptation management specialist:

Organization of seminars and courses on various adaptation issues;

conducting individual conversations between a manager and mentor and a new employee;

Completion of intensive short-term courses for managers taking up new positions;

Completion of special training courses for mentors;

using the method of gradually increasing the complexity of tasks performed by a beginner;

Carrying out one-time public assignments to establish contacts between a new employee and the team;

Preparation of replacements during personnel rotation;

Conducting special role-playing games in the team to unite employees.

There are two types of adaptation:

1. Primary adaptation - adaptation of young personnel who do not have professional experience (as a rule, in this case we are talking about graduates of educational institutions).

2. Secondary adaptation - adaptation of employees who have experience in professional activities (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

The following forms of adaptation are distinguished:

1. Professional adaptation is characterized by additional development of professional capabilities (knowledge and skills), as well as the formation of professionally necessary personality qualities and a positive attitude towards one’s work. As a rule, job satisfaction occurs when certain results are achieved, and the latter come as the employee masters the specifics of work in a particular workplace.

2. In the process of psychophysiological adaptation, the totality of all conditions that have different psychophysiological effects on the employee during work is mastered. These conditions include: physical and mental stress, level of monotony of work, sanitary and hygienic standards of the production environment, rhythm of work, convenience of the workplace, external influences, etc.;

3. In the process of social and psychological adaptation, the employee is included in the system of relationships of the team with its traditions, living standards, and value orientations. During such adaptation, the employee receives information about the system of business and personal relationships in the team and individual formal and informal groups, and about the social positions of individual members in the group.

4. In the process of organizational and administrative adaptation, the employee becomes familiar with the features of the organizational management mechanism, the place of his unit and position in the general system of goals and in the organizational structure.

5. Economic adaptation - allows the employee to become familiar with the economic mechanism of managing the organization, the system of economic incentives and motives, and adapt to new conditions for remuneration for their labor and various payments.

6. In the process of sanitary and hygienic adaptation, the employee becomes accustomed to the new requirements of labor, production and technological discipline, and labor regulations.

The adaptation program is divided into general and specialized. The overall adaptation program concerns the entire organization and addresses the following issues:

General idea of the organization;

Remuneration about the organization;

Fringe benefits;

Occupational health and safety;

Relations between employees and the trade union;

Household services

After the implementation of the general adaptation program, a specialized adaptation program is carried out. It covers issues related specifically to a department or workplace. This program is typically delivered by line managers or mentors. This program includes the following topics:

Unit functions, goals and priorities; organization, goals, structure and functions; relationships with other departments;

Inspection of the unit: fire alarm button, entrances and exits; smoking areas; first aid places;

Presentation to department employees.

C) Motivation for staff training. Different organizations have their own employee motivation system. They can be divided into two groups:

1. financial motivation

2. non-material motivation, it includes:

Recognition and status;

Interpersonal relationships;

Creativity and growth;

Praise

2. Non-material motivation. The employee attaches great importance to such work criteria as normalized or free working hours, convenient work schedules, stable wages, availability of medical and pension insurance, and convenient travel. Working in a large company is also of great importance, which acts as a certain guarantee of stability.

Recognition and status. Opportunity for career and professional growth. To achieve professionalism in any job, an employee must strive to become the best in his specialty.

Interpersonal relationships. An employee’s interest in good interpersonal relationships in a team largely depends on the policies of the organization itself. Good relationships with colleagues develop if employees of the same organization have the opportunity to communicate in their free time: these are corporate holidays, birthday greetings, joint trips to nature, a friendly team - creativity and growth. This category includes the ability to independently set goals, control oneself, find creative ways to solve assigned problems, the company’s tolerance for risk and potential mistakes, and training opportunities for employees. A person who is passionate about learning will definitely grow in his position and develop additional skills. Therefore, you can use knowledge and learning as a reward and motivating factor.

Praise. Verbal encouragement can be given at general meetings and holidays, accompanied by the presentation of certificates, cups, etc.

The personnel adaptation system gives the new employee an idea of the company, the criteria for successfully completing the probationary period and the program of his actions for this period. All this increases the employee’s sense of security and helps build employee loyalty, starting from the first days of work in the company.

The motivation system of each company is developed based on the goals and strategy of the company itself, and there is no single model that is suitable for all organizations. It is important to take into account the psychological characteristics of employees so that the motivation system generates in employees exactly the behavior that is expected of them. The reward system should be clear and objective for employees. Explain to your subordinates the reward system you have adopted. Inconstancy and arbitrariness in incentives and rewards lead to conflicts, not to increased motivation.

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

Three types of training must be distinguished. Personnel training is a systematic and organized training and production of qualified personnel for all areas of human activity, possessing a set of special knowledge, abilities, skills and methods of communication. Advanced training of personnel - training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with increasing requirements for the profession or promotion. Retraining of personnel - training of personnel in order to master new knowledge, abilities, skills and methods of communication in connection with mastering a new profession or changing requirements for the content and results of work.

There are many purposes for training company personnel. Let's list some of them:

Obtaining by employees new knowledge and skills necessary for work;

Maintaining the professional level of staff;

Preparing staff to replace colleagues during vacation, illness, dismissal, etc.;

Preparing for promotion;

Introducing staff to the company’s operating standards, development strategy, and operating technology;

Maintaining a positive attitude towards work;

Forming a sense of belonging to the company, motivation for further work.

What methods of personnel training can be used in the company?

There are different methods of staff training. For example:

Self-education of personnel;

Long-term additional training of personnel related to the strategic objectives of the company;

Short-term mandatory training of personnel caused by the need to maintain technological processes at a modern level;

Short-term additional training of personnel related to the strategic objectives of the company;

Mentoring.

Self-education of personnel includes studying specialized literature, visiting thematic exhibitions and seminars, collecting and systematizing information. The main difference between self-education and additional education is that, as a rule, it is not systematic in nature and may have nothing to do with the strategic objectives of the company.

Long-term additional training of personnel related to the strategic objectives of the company includes obtaining a second higher education, an MBA degree, as well as participation in long-term training programs and events. From a business point of view, such education can be considered as an investment in personnel, who begin to work after a certain time.

Short-term mandatory and additional training of personnel related to the operational objectives of the company is a very large range of various activities that are necessary for effective operational management related to the strategic objectives of the organization. This category includes seminars and business trainings that are of interest to the company both at the current stage and in the future. These could be conferences and exhibitions where experience is exchanged. This also includes the participation of company specialists in the work of various professional clubs and communities, as well as 1c training courses.

Training can be short-term or long-term. Short-term training consists of professional trainings and seminars. In the process of such training, several skills and abilities are practiced, if this is a training, or information is shared on one or more topics, if this is a seminar. Its duration ranges from one to three days. As a rule, in the modern business environment, the effect of short-term staff training is noticeable within three to four months, maximum six months. The company is more interested in it to solve its business problems, so it is usually paid for entirely by the organization.

Both the company and employees are certainly interested in long-term training (long-term programs, obtaining a second education, advanced training programs). It increases the cost of an employee in the labor market, so in this case a good solution would be parity in payment for staff training. In this case, both staff motivation and loyalty increase. On the other hand, the company has compensation for part of the costs, and by concluding an agreement with an employee, it receives certain guarantees of his work in the organization and the use of the knowledge he has acquired.

Incoming control;

Ongoing control (if we are talking about long-term training programs);

final control (can have a formal or informal form);

Monitoring the use of acquired knowledge and skills in the work process.

E) Business assessment of personnel is a purposeful process of establishing compliance of labor productivity and the factors that ensure it with the requirements of a position or workplace.

Main tasks of personnel assessment:

b) Determining the amount of remuneration, since only with an objective assessment of the employee’s achievements is it possible to fairly pay for his work.

c) Personnel development, as it provides a choice of worthy forms of encouragement and promotion of professional growth of employees.

c) Rational use of the employee, since assessment is mandatory when taking a job, promotion, relocation, or making a decision to leave a job.

d) Work motivation, since it is an impulse for the conscious activity of employees aimed at increasing achievements.

In addition, personnel assessment can help in solving such significant problems as:

Establishing feedback with an employee on professional, organizational and other issues;

Satisfying the employee’s need to evaluate his own work and quality characteristics.

Types of personnel assessments should be distinguished according to many criteria that are used in production practice.

In accordance with the criteria of systematicity, the following are distinguished:

Unsystematic assessment, in which the assessor is given a choice of how to measure the assessment, the assessment process, and assessment criteria.

D) Retraining and advanced training of personnel. If we consider vocational education as a system, then it is necessary to distinguish two stages. The first is professional training itself. The second is subsequent efforts made to deepen, expand and complement previously acquired qualifications.

Retraining is training associated with the need to change a specialty due to changes in the professional structure of employment, changes in the employee’s ability to work, etc.

Advanced training is training caused by changes in the nature and content of the work of specialists in their positions, and the obsolescence of knowledge.

Advanced training (training) is the purposeful acquisition of new knowledge and skills, the study of best practices. It is professional improvement in accordance with the constantly changing conditions of production activity that represents the main content of advanced training.

Advanced training after completion of vocational training and a certain period of work in the profession is aimed at achieving two goals:

Ensuring the adaptation of professional qualifications to new trends in technical and professional development by conducting training events that accompany the labor process, mainly at the enterprises themselves;

Preparation of a professional career with a transition to a higher level of qualification as specialists and mid-level management personnel (for example, foremen, technicians, specialists in practical issues of organization and economics of an enterprise, specialists in various fields, etc.) by attending courses at the enterprise, with a training center serving many businesses, or a vocational school.

Therefore, the importance of professional development is increasing. Periods of time when study predominates are followed by periods of time when practical application predominates, and vice versa. Work and study are constantly becoming more inseparable from each other. Vocational training, work in a profession and advanced training always contain both elements: an element of study and an element of application. It is important to note the following:

1. Training is a systematic process of changing employee behavior in order to best achieve the goals of the enterprise.

2. A formal training program is an attempt by an employer to provide its employees with the opportunity to improve job skills, qualifications and knowledge.

3. Learning all this is an activity through which an individual increases his skills, knowledge and capabilities, which is reflected by corresponding changes in his work.

4. The purpose of training is to improve mastery. Motor skills, mental skills, communication skills are the objects of various training programs.

During the period of intensive technological transformations, advanced training is given exceptional importance, ensuring the very existence of the enterprise.

G) Business career management is a set of activities carried out by the personnel service of an organization to plan, organize, motivate and control the career growth of an employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on goals, needs, opportunities and socio-economic conditions of the organization. Each employee manages his or her business career. Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities.

Forming career goals is an ongoing process.

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

Achieving the relationship between the goals of the organization and the individual employee;

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

Ensuring openness of the career management process;

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

Improving the quality of the career planning process;

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

Studying the career potential of employees;

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

Determining career paths that will satisfy the quantitative and qualitative needs for personnel at the right time and in the right place.

H) Rotation. From time to time, employees of an organization move from one position to another, from one department to another. This happens both on the initiative of management and on the employee’s own initiative. Actually, such movement is called rotation. In the theory of personnel management, rotation is understood as a system of transfers and relocations of employees within a division or company to new jobs on a regular, legal and organized basis.

The point of rotation is that:

2) a sense of community is fostered between employees throughout the company, their readiness to compromise, cooperation, and teamwork increases.

However, it should be remembered that an employee transferred to a new position quickly learns new job responsibilities and much more slowly - new social roles or new aspects of already familiar behavioral roles. Therefore, an employee can successfully cope with professional (functional) tasks, but experience additional difficulties and even find himself in conflict situations due to failure to confirm his role expectations.

I) Delegation of powers.

Delegation is the process of a manager transferring part of his official functions to subordinates without active interference in their actions.

The principle of delegation of authority consists in the transfer by the manager of part of the powers, rights and responsibilities assigned to him to his competent employees.

The following types of work are usually delegated:

Routine work;

Specialized activity;

Private and minor issues;

Preparatory work.

When delegating authority, the manager delegates (establishes) responsibilities; determines the rights and level of responsibility when exercising powers.

Benefits of delegation of authority:

Ability to engage in tasks that require the personal participation of the manager;

Focus on strategic objectives and long-term plans for the development of the enterprise;

This The best way motivation of creative and active workers;

This is the best way to learn;

This is a professional career path.

J) Formation of a personnel reserve. The presence of a personnel reserve makes it possible in advance, on a planned basis, according to a scientifically and practically sound program, to prepare candidates for newly created and vacant positions to be filled, to effectively organize the training and internship of specialists included in the personnel reserve, and to use them rationally in various areas and levels in the management system.

The formation of a personnel reserve is carried out based on the findings certification commissions, based on an objective comprehensive assessment of information about the business and personal qualities of candidates for leadership positions. At the same time, the conclusions of such commissions should be based on an analysis of the specific results of the professional activities of specialists achieved at various stages of their work in the management system.

Work on forming a personnel reserve consists of the following stages:

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

2. Assessment of the business and personal qualities of candidates for the nomination reserve.

3. Identification of candidates for the reserve.

4. Making a decision on inclusion in the reserve.

5. Coordination of lists of candidates included in the reserve with higher-level organizations.

Methods for generating a reserve list:

a) analysis of documentary data;

b) interview;

c) observation of employee behavior in various situations;

d) assessment of the results of labor activity;

e) the method of a given grouping of workers (people are selected to meet the given requirements for the position or to fit the given structure of the work group).

Factors to consider when creating a reserve list:

1) requirements for the position, for the workplace, assessment of labor productivity;

2) professional characteristics of the specialist;

3) a list of positions for which the employee can apply;

4) maximum restrictions on the criteria for selecting candidates for the position;

5) the results of assessing the requirements and individual characteristics of the candidate;

7) the opinion of managers and specialists of related departments and the workforce;

8) results of assessing the candidate’s potential.

K) Organization of payment and labor incentives. Material incentives are a complex of various types of material benefits received or appropriated by personnel for individual or group contributions to the results of the organization’s activities through professional work, creative activity and required rules of behavior.

Consequently, the concept of material incentives includes all types of monetary payments that are used in the organization, and all forms of material non-monetary incentives. Today, in domestic and foreign practice, the following types of direct and indirect material payments are used: salary, bonuses. Bonuses, profit sharing, additional payments, deferred payments, equity participation.

The organization of remuneration at an enterprise means the construction of a system of its differentiation and regulation by categories of personnel, depending on the complexity of the work, as well as individual and collective labor results, while ensuring guaranteed earnings for fulfilling labor standards.

Additional payments and allowances can be established to the basic part of the salary, which are an integral part of the development of remuneration conditions. Their use is due to the need to take into account when paying additional labor costs of employees, which are of a fairly constant nature and associated with the specifics of individual types of labor and areas of its application, and in this regard, it is aimed at creating the interest of workers in increasing additional labor costs and compensating for these costs by the manager.

Currently, more than 50 types of surcharges and allowances are used in the country's economy. Additional payments and allowances are divided into those guaranteed by labor legislation and optional, determined by local regulations.

The most important area of material monetary incentives is bonuses. The bonus stimulates special increased labor costs, and its source is the material incentive fund.

Benefits and compensation are a special form of employee participation in the economic success of the enterprise. In the modern economy, the condition for the success of an organization is not only the maximization of profits, but also the social security of the employee and the development of his personality. In this regard, we can highlight a number of tasks that the organization strives to solve by voluntarily providing benefits and compensation to its employees:

Aligning the goals and needs of employees with the goals of the organization;

Developing a special psychology among employees when they identify themselves with their organization;

Increasing productivity, efficiency and quality of work and employee readiness for efficient work for the benefit of the organization;

Social protection of employees for more high level than is provided for by law;

Creating a positive microclimate in the workforce;

Forming a positive public opinion about the organization as an employer and strengthening its positive image among employees.

The system of material incentives is supplemented to a limited extent by non-material incentives.

The meaning of “intangible stimulus” combines everything that, necessarily reflected in a person’s feelings and mental images, at the same time affects spiritual, moral and ethical ones. Aesthetic needs and interests of the individual. Non-material incentives are based on knowledge of the psychological foundations of human behavior at work and an understanding of the importance of work activity in meeting human needs.

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

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

Professional development of personnel is the process of preparing an employee to perform new production functions, occupy new positions, and solve new problems.

Goals of staff professional development:

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

The employee’s ability to perform professional duties is determined by:

the potential he has when he joins the organization;
the professional training he receives in the organization;
his physical and moral condition, which depend on a number of factors, including the amount of material remuneration;
assessment received by the employee from the organization, be it formal certification or daily instructions from the manager.

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

serious competition in various markets in a globalized economy;
rapid development of new information technologies;
systematic, comprehensive solution to human resource management issues and all strategic tasks based on a unified program of the organization’s activities;
the need to develop the strategy and organizational culture of the organization;
participation of all line managers in the implementation of a unified personnel policy and solving the strategic objectives of the organization;
the presence of a wide specialized network of consulting firms in various areas of human resource development.

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

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

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

Competency map (portrait of an ideal employee) allows you to overcome the above drawback and facilitates the work of HR department employees involved in hiring. Competencies represent the personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as, for example, focus on the interests of the client, the ability to work in a group, assertiveness, originality of thinking. Preparing a competency map requires specialized knowledge and is usually done with the help of a professional consultant or a specially trained HR employee. The most important addition to the card is a description of the competence, that is, a detailed explanation of every stroke of the portrait of an ideal employee.

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

To encourage employees to think more often about what they are doing, effective leaders require each employee to set aside some time every day to reflect on the goals of their work and how to achieve them. The main goal of an effective leader is to ensure that each employee acts independently, after the goal, the method of achieving it and the method of reward have been determined.

Professional development of personnel is the process of preparing an employee to perform new production functions, occupy new positions, and solve assigned tasks. Measures for professional development of personnel may include seminars on marketing for employees of the HR department, a visit to a business school by a sales employee, studying in English engineer and the like.

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

In addition to the direct impact on the financial results of the organization, investments in professional development help create a favorable climate in the organization, increase employees and their dedication to the organization, and ensure continuity in management.

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

Vocational training also contributes to a person’s overall intellectual development, expands his erudition and social circle, and strengthens self-confidence. It is no coincidence that the opportunity to receive professional training in one’s own company is highly valued by employees and has a great influence on their decision to work in a particular organization. Society as a whole benefits from internal organizational professional development by obtaining more qualified members and higher productivity without additional costs.

The key to managing staff professional development is to identify the organization's needs in this area. Determining the professional development needs of an individual employee requires a joint effort between the human resources department, the employee, and his/her manager. Each party brings its own perspective on this issue, determined by its position and role in the process of professional development.

Professional development of personnel is carried out through:

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

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

identifying needs;
formation of a training budget;
defining learning goals;
determining the content of programs;
determination of evaluation criteria;
selection of teaching methods;
education;
assessment of training effectiveness.

A popular trend in enterprises is staff development through training and corporate events. Any organization or enterprise has its own staff, which consists of professionals in their field. Moreover, it does not matter at all what position a person holds: an ordinary employee or a director of a company. Personnel refers to all employees who work at a given enterprise, and it does not matter what form of employment contract is concluded with them. In order for an enterprise to fulfill its functions, it is necessary to constantly develop personnel, at any level. In modern enterprises of any size and level, there is a position of personnel selection manager who is responsible for hiring and firing employees, as well as their development in the work sphere. At the same time, personnel development is a very broad concept, including several areas. Firstly, in order to perform all functions, the enterprise must have a fully staffed staff, which should not have extra people.

What is personnel development

At the same time, a shortage of workers can affect production efficiency, so the calculation of jobs should be based primarily on economic considerations.

Secondly, each employee must strictly fulfill his duties, while in small enterprises workers must be interchangeable, based on economic feasibility. Thirdly, personnel development management should be carried out by a person who has foresight and the ability to think strategically, predicting the effectiveness of a particular employee. At the same time, the best employees should be rewarded not only with material benefits, but also with professional growth and career. Fourthly, the process of training employees of the enterprise must be continuously carried out so that their professional skills undergo changes for the better. All types of training sessions at large enterprises are included in the management of professional development of personnel and are carried out on a regular basis in the organization itself. Employees of small enterprises, as a rule, undergo modern training at special sites, where they are taught not only to perform their job duties well and competently, but also to think creatively.

Some companies prefer to recruit employees without experience in their field and directly train them on the job. But the majority of enterprises still select workers with experience in this field of activity, since it is much easier to direct them in the right direction. It is believed that retraining of personnel is more expensive than simply offering training in new skills, since people with certain knowledge have their own ideas about working in a given field and it is very difficult to change the way they think. Therefore, it is easier to train inexperienced people and make them leaders in production. As a rule, the formation of personnel occurs gradually, everyone learns from their mistakes. Employee development cannot be done quickly, otherwise it will not be done professionally. It is impossible to immediately recruit people who will do their job clearly and consistently. In order for a team to develop, time and experience are needed.

Personnel formation

Personnel development strategy includes several definitions, each of which is important.

Having correctly developed strategic moves, you can be sure that the functioning of the enterprise will proceed within the intended framework, while all functions will begin to be performed clearly and harmoniously. When developing a strategy, first of all, not the immediate, but the long-term prospects for the company’s development should be taken into account, that is, development plans should be developed at least several years in advance.
The company needs to provide its employees with training, the application of acquired skills in practice, and the opportunity to demonstrate their initiative and personal qualities for the purpose of career growth. New technologies allow you to use maximum opportunities with minimal investment Money.
The enterprise must and can provide the employee with alternative places of work if, for reasons beyond his control, the employee cannot perform his current functional duties, while he must be confident in the future and interested in fulfilling the duties assigned to him.
The long-term strategy must first and foremost be based on human potential. To achieve this, the enterprise administration should create conditions for the personal growth of each employee, based on the desire to grow and change for the better professionally.

The remuneration system must provide for all the capabilities of the staff. It is necessary to find an individual approach to each employee, and the system of incentives and bonuses must be individual in nature. In this case, it is necessary to take into account, first of all, the professional suitability of each employee for his position and the ability to generate ideas and generate new possibilities for his personality. In some enterprises, in order to improve the overall picture, employees at all levels of the career ladder have the right to participate in management decisions, especially those on which the future fate of the enterprise depends. At the same time, lower-level employees have the right to express their opinions, and the administration will definitely listen to them. As a rule, delegation of authority to manage an enterprise gives a good effect. The personal development of each interested employee is fast paced.

Forms and methods of personnel development

A good specialist will never say that he knows everything in his field of activity. As a rule, he is always interested in new research and technologies in his field of knowledge, and he will be happy to learn new techniques. Such employees are always successful because, in addition to experience, they also need new knowledge. Modern technology development is proceeding at such a fast pace that if you do not constantly study and learn something new, in a few years even many years of experience in this field will be unnecessary and uninteresting. Therefore, forms and methods of personnel development include, first of all, different types of employee training. At the same time, every employee should have the right to choose. The so-called incremental learning process is often practiced. At first, these could be introductory trainings, after a certain period of time – advanced training courses, then – trainings for personal and professional growth. They can take place not only at your home enterprise, but also with a trip to another city or even to another country.

There are many examples where employees of private organizations, including medical diagnostic institutions, annually undergo training courses with trips to other cities and even countries in order to improve their skills. As a rule, the lion's share of such training is carried out at the expense of the employee himself. But in order to continue to work at the proper level, he has no other choice, otherwise he will simply fall out of the flow, since every day many new technical achievements are being developed in the world that can turn any field of activity on its head. Serious competition in almost all areas of activity has led to the fact that the basic principles of personnel development include not only the training and personal growth of each employee, but also the ability of the administration to identify the “weak link” in the chain of employees, which pulls the entire enterprise to the lowest level. Having identified such an employee, managers have every right to mercilessly terminate employment contract with him, otherwise the consequences could be dire.

Such a “weak link” can be a person who does not want to improve, who believes that he is already a valuable employee. It could also be an employee who, in conditions of fierce competition in the labor market, considers himself indispensable, as a result of which he incorrectly performs his official duties and violates labor discipline. Various areas of activity not only do not help him improve, but, on the contrary, make him more vulnerable and worthless. Companies prefer to part with such employees, even if their departure can be very painful for other team members. At large enterprises, within the HR department, an analysis of the personnel development system is carried out. To do this, each employee is taken as a unit of account, and the global unit is taken as the entire market in which the organization itself operates. Every company needs only highly qualified personnel capable of performing their work smoothly and accurately.

Analysis of the personnel development system

At the same time, the tasks of personnel development are very clear: each employee must fulfill his functional responsibilities, observe labor discipline, and improve himself. But, as often happens in practice, people are all alive, they can get sick, have no desire or opportunity to work clearly, and ultimately be in a bad mood. If such metamorphoses occur systematically, this may mean that the employee has lost interest in his work. Contrary to popular belief, the employer himself may be to blame for this. Why? Because the personnel development program includes creating interest in doing the job.

If a person performs the same actions day after day, while not being able to grow up the career ladder, since he does not have the proper experience or education, his interest and desire to work fades away, and he begins to cause harm by not doing his job properly. The personnel development system as a whole operates to one degree or another at every enterprise of any level. It is important that management understand that investing money in the training process has far-reaching prospects, because competition between enterprises forces administrative managers to look for options for profitable investments in their employees, and this is not only training, but also a system of incentives and rewards. Professional development of personnel includes several factors, with the development of each of which the company can be confident in the future. These factors include on-site training for new employees. This is known to be the most profitable and low-cost process. As a rule, for such training it is enough to assign an experienced mentor to a new employee, and after a while he will be savvy in almost all matters.