Promoting vocational qualification

Introduction

1. Nature and types of vocational qualification promotion

2. Career management system

3. Provision for nomination

Conclusion

Bibliography

Introduction

Career - a unique concept. It is both a process and condition. We say "he has made a career," implying a high position or status achieved by man. At the same time, "climber" - a man who "made a career", ie in the process to achieve the desired status or position in the organization. With the departure of Soviet stereotypes and changing evaluation concept of "career" in the collective consciousness. Career orientation in the present - it is a sign of by social identity.

Career orientation, or focus on professional achievement, is one of the factors of success of the person in the organization. Moreover, it is recognized as the source of the success of the organization as a whole. That is a career-oriented employees, with the competent policy of human resource management, of course, is able to create a more successful company.

Every employer is interested in the company worked to highly professional, loyal and motivated employees on the result. Professional development is one of the most important motivating factors of employees.

1. Nature and types of vocational qualification promotion

Professional qualifications, promotion - is the process of changing the position of the employee in the job structure associated with the growth of skills and the need to give him the work of the relevant [1].

The system of professional qualification is designed to promote workers perform tasks such as:

- Consolidation of the enterprises of a stable job;

- More efficient use of staff;

- Creating opportunities for workers in the long term corresponding to its interests and demands of work;

- Ensuring timely production of highly qualified personnel;

- Staffing jobs unattractive and unskilled labor, poor working conditions.

Properly organized system of professional qualification advancement of workers assigned the role of coordinating the interests of the internal control of production and each individual worker. Here are the main principles that should govern the promotion of workers:

- Consistent, systematic, continuous movement of workers from lower to higher stages of professional qualifications;

- Building professional career so that at each follow-up work to the greatest extent the knowledge and experience gained from the previous;

- The continuous development and enrichment of educational, cultural level and professional experience of workers, preservation of their health;

- Priority to the promotion of workers employed at the unattractive and unpleasant working conditions workplace;

- The provision of pre-emptive work on the ground with favorable working conditions and occupations of skilled labor workers in the enterprise;

- Awareness of factory workers about the prospects of promotion and real progress;

- The moral and material interests of workers in vocational and professional growth;

- The creation of favorable conditions for the professional advancement of the individual socio-demographic groups.

Professional qualifications, job promotion can be

1. Intraprofessional: professional development within their profession and discharge through the development of related operations and functions, increase coverage areas and the development of advanced techniques and methods of work, raising the skill category, the development of one or more related professions.

2. Interprofessional: change of profession in order to acquire a new, more complex, and the transition to work in another profession roughly equal complexity in order to improve working conditions and health of the worker, the formation of an employee of a wide profile.

3. Line-functional: the election and appointment of a foreman (team leader).

4. Social: Go for engineering and technical work. Professional qualifications, promotion must be closely linked to the introduction of new techniques and technologies with the analysis of compliance with the requirements imposed on them by the content of the work required and the actual number of structures, job vacancies, job inquiries to the contents and conditions of their work, to their professional qualifications, advancement, as well as with components of human resource management as career guidance and profpodbor frames.

To promote professional qualification should be the organizational and economic, social and technical prerequisites: a wide range of occupations and work in terms of complexity, the developed system of training and retraining, upgrading their skills, the development of collective forms of organization and motivation, availability of trained professionals capable of promotion of workers to organize on a scheduled basis.

Among the works to ensure the full implementation of the system of professional qualification advancement of workers in the enterprise, the main ones are: planning the promotion of vocational qualification, selection of candidates for promotion, training of candidates, the implementation progresses, material and moral incentives for professional advancement, information support system.

2. Career management system

Career - is the result of conscious attitudes and behavior of the person in the employment-related officials or professional growth. [2]

There are several types of pits (Fig. 1).

1. Career Intraorganizational means that a particular employee in the course of his career goes through all stages of development: training, applying for work, professional development, support and professional development of individual abilities, retirement. These steps are concrete worker passes successively in the walls of a single organization. This career can be specialized and non-specialized.

2. Career interorganizational means that a particular employee in the course of his career goes through all stages of development: training, applying for a job, professional development, support and professional development of individual abilities, retirement. These stages worker passes consistently, working in various positions in different organizations. This career can be specialized and non-specialized.

3. Specialized career characterized by the fact that a particular employee in the course of his career goes through various stages of a career. These steps may take a concrete worker successively in one or in different organizations, but within the profession and field of activity in which he specializes. For example, the Sales Manager of one organization became head of sales department in a different organization. This transition is associated with an increase in the size or remuneration, or to changes in the content, or with prospects of promotion. Another example: the head of personnel appointed to the position of Deputy Director for Human Resources organization, where he works.

4.Nespetsializirovannaya career is highly developed in Japan. The Japanese are firmly of the opinion that the manager must be an expert, able to work on any part of the company and not for any particular function. Climbing the corporate ladder, a person should be able to look at the company from all sides, not staying in one position for more than three years. Thus, it is considered quite normal if the sales manager of changes places with the head of the supply department. Many Japanese leaders in the early stages of his career working in the trade unions. As a result of this policy the Japanese leader has a much smaller amount of specialized knowledge (which in any case will lose their value after five years), and at the same time has a holistic view of the organization, also backed up by personal experience. Stage of this career employee can go in one, and in different organizations.

5. Career vertical - the kind of career, which is most often associated the concept of a business career, as in this case, the promotion of the most visible. By means of vertical career rise to a higher level of structural hierarchy (promotion, which is accompanied by a higher level of pay).

6. Career horizontal - the kind of career that involves either moving to another functional area of ​​business, or the performance of certain official roles on stage, which has no hard formalize the organizational structure (for example, acting as temporary head of the task force) to the horizontal career include the expansion of or complexity of the tasks at the same level (usually with an adequate change fees). The concept of horizontal career does not mean indispensable and constant movement up the organizational hierarchy.

7. Career speeds - the kind of career that combines elements of both horizontal and vertical types of careers. Promotion of an employee can be performed by alternating vertical growth to horizontal, giving a significant effect. This type of career are often and can take both intra-and inter-organizational forms.

8. Career hidden - the kind of career, being the least obvious to others. It is available to a limited number of employees, as a rule, have extensive business relationships outside the organization. By means of hidden career move to the core leadership of the organization. For example, an invitation to the employee are not available to other staff appointments, meetings, both formal and non-formal, getting the employee access to informal sources of information, confidential treatment, some important instruction manual. Such an employee may hold a position in the rank and file of the organization. However, the level of his remuneration is much higher than remuneration for the office.

In the implementation of a career is important to ensure interoperability of all types of careers.

Career Management employees to a certain extent is a natural extension and the result of all activities of HR department. This process begins at the recruitment stage, during which the applicant must be provided complete and accurate information about the possibilities and prospects of the firm. A well-designed and organized the training program and training of employees determines its plans to build a career: promotion, transfer, etc.

The starting point in the career management is to identify current and future needs of managers and specialists. Eliminating the need for personnel may be at the expense of external and internal sources. It is clear that meeting the staffing requirements from external sources is a passive element of career management as well as filling vacancies on the part does not require a focus for the professional qualification advancement within the organization. External vacancies rates affect the level of staffing needs are met from domestic sources.

Career management is a system shown in Fig. 1.

The decision about the sources to meet staffing needs should be based on objective assessments of the level of development of the organization.

Addressing the need for personnel at the expense of internal resources involves the development of a professional growth plan, plan and reserve personnel motivation system vocational qualification advancement.

The main task of management is to ensure that intra-organizational and professional careers. This interaction involves: achieving the relationship of goal-setting organizations, and individual levels, ensuring focus on the career of the staff member to take into account its specific needs and situations, ensuring transparency in career management, elimination of "career dead-ends", which is hardly room for the development of the employee; improving the quality of the process of career planning, the formation of visual and perceived career development criteria used in specific career decisions, the study of career potential employees, ensuring meaningful assessment of career potential of employees in order to reduce unrealistic expectations, identifying career paths, use of which would satisfy the qualitative and quantitative the need for personnel at the right time and the right place.

Practice shows that workers often do not know their prospects in the team, which means bad staging of personnel, lack of career planning and control in the organization.

Planning and control of a business career consists in the fact that, since the adoption of the employee in the organization and ending with the alleged dismissal from work, it is necessary to organize a systematic horizontal and vertical system for its promotion positions or jobs. The employee needs to know not only their prospects for the short and long term, but also that which indicators must ensure that rely on promotion.

The literature identified a number of stages of a career in which one can satisfy different needs.

The preliminary stage includes schooling, secondary and higher education, and lasts up to 25 years. During this period, a person can change a few different jobs in search of the type of activity that meets their needs and meets their abilities. If he immediately finds an activity, a process of self-affirmation of his personality, he cares about the safety of existence.

Phase of development lasts about five years (25 to 30). During this period, the employee develops a profession acquires the necessary skills, formed his skills, assertiveness, and there is a need to establish independence. It remains concerned about the safety of existence, the state of health care. A desire to receive a salary, which is higher than the level of the subsistence minimum.

Step promotion lasts from 30 to 45 years. The process of growth of qualification, promotion. The accumulation of experience, skills, increasing the need for self-affirmation, achieving a higher status and greater independence, the process of self-expression as a person. Efforts focused on increasing employee wages and health care.

Stage is characterized by the conservation actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a rush to improve her skills and is improving as a result of active work and special education, the employee concerned to transmit their knowledge of youth. This period is characterized by creativity, there may be a rise in the new service level. Man reaches the top of the independence and self-expression. There is great respect for themselves and others who have reached their position through honest labor.

Wind-up lasts from 60 to 65 years. The person begins to think seriously about retirement, preparing to leave. Are actively searching for a worthy replacement and training of candidates for the position are exempt. The period is characterized by a crisis of career and these people have less job satisfaction and experience a state of psychological and physiological discomfort, self-expression and respect for self and others such people they have reached the highest point for the entire period career.

Pension stage. Career is over. There is an opportunity to express themselves in other activities that were not possible in the period of work in the organization or act as a hobby.

There 4osnovnye model career, "trampoline", "staircase", "snake", "Crossroads."

Career "springboard" means that the employee makes a long climb up the career ladder and to a certain peak of the movement is vertically upwards, ie to higher levels of management. After taking him to the highest office, he works for a long time in it, followed by a "jump with a jump" because of retirement.

Model "ladder" provides that each stage of career is a certain position that the employee has a fixed time. Every employee takes a new position after training. After the occupation of the upper office begins an orderly descent through the ranks with the implementation of less intensive work that does not require difficult decisions in extreme situations, leading a large team.

Model career "snake" provides horizontal movement of employees from one position to another and assign it to a higher position only after moving to within one level of management.

Model career "crossroads" implies after a certain fixed or variable period of the passage of the head or a professional comprehensive evaluation, the results of which a decision to raise, move, or demotion.

In the management of career highlights two such concepts as: karerogramma scheme and career path.

Karerogramma - this is the typical average traffic manager, specialist particular profession through the levels of the hierarchy.

Scheme career path reflects the actual sequence and rate of employment of certain specific steps a manager or specialist.

successful career advancement reserve

3. Provision for nomination

Formation of the talent pool is a form of company personnel and part of career planning.

Staff reserve - a group of managers and specialists with the ability of management to meeting the requirements of the post or that rank are screened and passed a systematic targeted qualification training. [4]

Formation of reserve personnel in the enterprise is to determine the size and composition of official reserves, study, evaluation and selection of candidates, the approval and registration of the reserve (provision of lists, plans, individual training), the organization and conduct theoretical and practical training provision. [5]

There are several types of provisions:

1. By type of activity:

- Provision of development - a group of professionals and executives preparing for work in new directions (data employees can choose one of two directions career - either professional or guiding);

- Surplus - a group of professionals and executives who need in the future to ensure the effective functioning of the organization (employees are focused on guiding his career).

2. By the time of appointment:

- Group A - candidates who can be pushed to higher positions at the present time;

- Group B - the candidates, the nomination is planned in the next 1-3 years.

Principles of formation of the reserve:

1. The principle of relevance reserve. Considered a real need for the position, and reserve positions should be formed on the basis that employees who are enrolled in it, have a real chance to advance to the post.

2. The principle of matching the candidate positions and type of reserve. Taking into account the requirements for the qualification of the candidate at work in a certain position.

3. The principle of prospective candidates. Taking into account: focus on professional development, requirements for education, age, length of service as a career and dynamism as a whole [6], the state of health.

In the selection of candidates for the reserve for specific positions are not only common, but also the professional requirements to be met by the head of a department, service department, section, etc., as well as the specific requirements of the individual candidate based on an analysis of the situation in unit, type of organizational culture, etc.

Sources of reserve personnel to senior positions: senior officials from the office, subsidiary corporations and enterprises the main and leading experts, professionals with relevant education and the well-established in industrial activity, young professionals who have successfully completed an internship.

The first level of reserve base frames are all professionals that are deputy heads of various ranks. The main base of the reserve are the managers of various ranks.

Conclusion

Career - this is a difficult path, it has its lights on "red" - whether careful, "green" - react spore [7].

Career - is forward movement of the person in any field of activity, changes in skills, abilities, qualifying opportunities and remuneration-related activities; advance by one of the chosen path, achieving fame, fame, and wealth.

Career Management - a set of activities carried out by personnel service organizations in planning, organization, motivation and control of employee career development in terms of its goals, needs, opportunities, abilities and aptitudes, and based on the goals, needs, opportunities and socio-economic conditions of the organization.

Career Management performs important functions in the employee's work: it stimulates the growth of labor activity, accelerates staff movements, allowing the employee to take a higher social status, it promotes the growth of satisfaction with their work.

Bibliography

1. Bukhalkov MI Human Resource Management: A Textbook. - Moscow: Infra-M, 2007. - 368 p.

2. Krotov, NV, E. Klepper Human Resource Management: A Textbook. - Moscow: Finance and Statistics, 2005. - 320.

3. A. Lifshitz Basics of HR management studies. allowance, ISU, 1995. - 95 seconds.

4. A. Lifshitz Assessment and development of managerial personnel: a scientific manual, Ivanovo Ivanovo State University, 1999, 186 p.

5. Makarova IK Human Resources: Tutorial - M. Yurispryudentsiya, 2002. - 304.

6. Muzychenko VV Personnel management. Lectures: Textbook. For university students. Textbook. institutions / VV. Muzychenko. - M.: IzdAT. center "Academy", 2003. - 528 p.

Located at http://www.

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[1]

 A. Lifshitz Basics of Personnel Management: Textbook. allowance, ISU, 1995 - p.62

[2]

 Makarova IK Human Resources: Tutorial - M. Law, 2002 - 228 pp.

[3]

 A. Lifshitz Evaluation and development of management personnel, Ivanovo Ivanovo State University, 1999, pp. 158

[4]

 Makarova IK Human Resources: Tutorial - M. Law, 2002 - 220 pp.

[5]

 A. Lifshitz Basics of Personnel Management: Textbook. allowance, ISU, 1995 - P. 68

[6]

 The dynamics of a career - a career path indicator, which tells how fast the worker climbed the ladder. This figure is based on the fact that the average for successful adaptation and mastery of the post needs to spend about three years. After five years, a decrease in the efficiency of labor in the office. In this connection, a dynamic career that is recognized under MDM worker held each position for 3-5 years.

[7]

 Krotov, NV, E. Klepper Personnel management: a textbook-M.: Finance and Statistics, 2005. S. 255