Individual planning includes. What is planning, its definition, types, tools

Luchkina Veronika Vyacheslavovna, Candidate of Economic Sciences, Associate Professor of the Department of Economics, Technological University, Korolev, Russia

mentoring;

- performance of additional tasks, roles, assignments.

The creation of a base of individual development plans for employees at JSC NPO Rosdormash makes it possible to improve the psychological climate in the team, create a personnel reserve, and, as a result, increase the efficiency of employees' professional activities.

An approved measure in the organization is the methodology for developing an individual development plan for an employee.

1. Explanatory seminar for employees;

2. Self-assessment of employees' level of their competencies;

3. Evaluation of the employee's performance by his line manager;

4. Analysis of correspondences and contradictions of personal values ​​and tasks of the organization;

5. Joint discussion and definition of goals and actions for the coming year;

6. Monitoring the achievement of the employee's goals.

Consider the development cycle of a participant in the program for figure 2.

Stage 1.Formation of development goals

- Define specific development goals for the year to improve the efficiency of work in the current position.

- Define specific development goals for career development in the long term (if career planning is included in the development program).

- Agree development goals with stakeholders within the Company.

At the first and second stages, the mentor conducts a developmental meeting to discuss and agree on development goals.

Stage 2.Development planning

- Make a personal development plan aimed at achieving the chosen goals.

Stage 3.Coordination of goals and development plan

At the third stage, the mentor conducts a developing meeting to draw up an individual development plan (IDP).

Stage 4.Implementation of the development plan

- Monitor the implementation of the plan on a regular basis, making necessary adjustments;

- Implement the plan.

In the fourth stage, the mentor holds meetings to monitor the implementation of the development plan and assist in overcoming barriers that arise in the course of development.

Stage 5.Evaluation of development results

- Analyze the results of the development cycle, draw conclusions;

- Compile a graphical report on the implementation of the competencies that have been developed.

At the fifth stage, the mentor holds a meeting to assess the results of development.

Figure 2.Program participant development cycle

Source:

After passing through all stages of the development cycle of the participant of the program, a new development cycle is entered. In the course of which an audit of long-term and short-term goals is carried out, the results in the development of the participant are evaluated and new specific development goals are set for the next period.

Consider the process of implementing an individual career development plan for an employee. The employees represented at the meeting participate in the implementation of the plan figure 3.

Figure 3Employees involved in the implementation of the plan

Source:Compiled by the author based on the materials of OAO NPO Rosdormash

The Deputy Director conducts an explanatory seminar for employees and line managers. At this meeting, voiced SMART company goals for the year and discussed SMART criteria that must be taken into account when solving problems. The seminar is held to ensure that all employees understand the logic of conducting, monitoring, evaluating the results of the implementation of individual development plans.

On the day of the explanatory seminar, key employees are invited to fill out a special form for self-assessment of the level of their competencies. The form consists of two sections: the first part is devoted to career goals, the second part is devoted to self-assessment of the level of development of one's own professional competencies.

At the same time, line managers fill out special forms for evaluating the performance of subordinates. The level of professional training, competencies, initiative, customer focus, financial performance are assessed. An example of an assessment form is given in table 1.

Table 1

Assessment form

		Boss department	Director
1. Competence	Not applicable to this situation/organization.
	Demonstrates basic understanding production activities. Demonstrates basic knowledge of customer service procedures.
	Possesses deep knowledge of accounting programs. Guided by the latest trends accounting and audit.
	Recognized expert. Enjoys a reputation as an expert among colleagues, gives advice on controversial accounting issues. accounting and auditing.
2. Customer focus	Not applicable to this situation/organization
	Has a small number of regular customers.
	He deeply understands the problems of clients and tries to provide all possible assistance.
	It is considered an expert in its field, has a large base of regular customers, provides consultations to clients as an additional service.
3. Financial performance	None.
	It has insignificant financial results, which does not justify the content on a permanent basis.
	Has a stable financial results activities, shows initiative in the implementation of their activities.
	It has a complete customer base, working with which provides a stable high financial. result. Engaged to resolve disputes with colleagues' clients. Shows initiative and creativity in his work.

1. The essence of personnel planning.

Personnel planning is the process of quantitative, qualitative, temporal and spatial determination of the need for personnel necessary to achieve the goals of a business entity.

Areas of personnel planning:

1. Structural-defined personnel planning: carried out within the framework of RT and CT and determines the principles for creating jobs and coordinating activities between employees. It is based on the study of the organizational structure of enterprise management and involves the planning of staffing.

2. Individual personnel planning: a specific individual employee acts as an object of planning (employee career planning, employee release).

3. Planning of teams of departments: the object of planning is the total number of employees or their individual groups (planning the need for personnel, by structural divisions, personnel costs).

The main factors of personnel planning:

1. Production and organizational structure of enterprise management.

2. Program for the release of goods and services (Te).

3. Specificity of the production process.

4. The degree of mechanization and automation of production.

When planning the number of personnel, take into account:

1. The economic situation of the enterprise and market conditions.

2. The level of technical equipment of production.

3. Staff turnover (staff turnover rate):

To fluid \u003d (U at will + U for violating labor disc ..) / (average headcount per year).

The main indicator in quantitative planning is the amount of work (labor intensity).

Good planning takes into account:

1. Technological process.

2. Rationalization plans (changes in technology).

3. Profile-requirements for jobs.

4. Training and advanced training program.

Parameters studied in quality planning:

2. Qualification of planned personnel.

3. Change in the actual staffing.

Temporary planning is associated with the study of the age structure of personnel and is determined for the timing of the replacement and movement of personnel (retirement and pre-retirement age).

On a temporary basis, they distinguish:

1. Short-term (up to 1 year).

2. Medium-term (1-5 years).

3. Long-term (more than 5 years) personnel development planning.

2. Personnel planning methods.

Personnel planning includes: qualitative and quantitative aspects.

Quantitative personnel planning deals with calculated values ​​(headcount, number of jobs, personnel costs).

Qualitative personnel planning deals with issues related to qualifications.

Methods of qualitative personnel planning:

1.Method expert assessments: employees of personnel services, heads of personnel departments.

2. Group assessment methods: brainstorming method, Delphi method.

High-quality personnel planning comes from:

1. Professional and qualification division of works recorded in the professional and technological documentation for the work process (technological map).

2. Requirements for positions and jobs, enshrined in job descriptions or described jobs.

3. The staffing of the organization and its divisions, where the composition of positions is fixed.

4. Documentation regulating organizational and managerial processes with the allocation of requirements for the professional and qualification composition of performers.

Quantitative methods of personnel planning:

1. Use of coefficients and rates of change.

one). Planning from what has been achieved:

2). Labor intensity planning:

3). Planning for service rates (used for time workers), aggregate method:

To determine the number of personnel, the Rosencrantz formula is used:

H \u003d (Σ (m i * t i) * K nrv) / T.

2. Statistical Methods personnel planning. For the forecast, past and future values ​​are involved. These are calculation methods that establish the dependence of the indicator under consideration on other variables: calculation of numerical characteristics, regression analysis, correlation analysis.

2. Personnel planning sections.

Personnel planning covers all areas of work with personnel and includes the following sections:

1. Planning of the need for personnel: a system of balance calculations is used, including:

Balance calculation of the need in a professional context:

Balance calculation of retraining and redistribution of personnel;

Balance calculation of meeting the need for personnel at the expense of internal and external sources.

2. Planning for the release of personnel is associated with the occurrence of excess work force due to the rationalization of production and management. It allows avoiding the transfer of qualified personnel to the foreign market and the creation of social difficulties for this personnel.

Dismissal of staff - termination of an employment contract or contract between the administration and the employee.

The release of personnel is a type of activity to comply with legal norms and organizational and psychological support from the administration during the dismissal of employees. Based on grounds for termination labor relations Distinguish methods of layoff planning:

Dismissal at the initiative of employees;

Dismissal at the initiative of the head;

Dismissal for objective reasons.

3. Planning for the use of personnel: related to the planning of the use of working hours and PT.

4. Personnel development planning covers activities for intra-organizational, extra-organizational training and self-training.

a) Planning for staff training: on-the-job and off-the-job training;

b) Business career planning covers a set of measures to determine the directions of horizontal and vertical promotion of an employee in the system of positions and jobs.

5. Planning of personnel costs. Factors affecting personnel costs:

Internal (staff structure, system of social benefits of the enterprise);

External (state regulation of labor protection, social insurance and social legislation, the state of the labor market).

Personnel cost groups:

1. Direct personnel costs (direct labor cost):

1.1. payment for work performed and hours worked;

Salary for work performed and hours worked;

Incentive payments on a regular and guaranteed basis (bonuses, allowances);

Compensatory payments related to working conditions and working hours;

1.2. pay for unworked time:

Payment of annual and additional holidays;

Payment additional leave under a collective agreement in excess of the stipulated legislation;

Payment for special breaks and privileged hours;

1.3. lump-sum payments and incentives;

1.4. payments in kind.

2. Indirect costs (indirect cost of labor):

Expenses for payment of housing and communal services;

social security expenses;

Costs for vocational training;

Other staff costs.

Previous

Probably everyone has heard about the need to think through their affairs. It is known that people who thoroughly prepare for the work ahead achieve great results. But is planning really that easy? What methods, tools and principles should be known in order to learn how to correctly prescribe the implementation of tasks? What strategic planning? What is its importance? How does it differ from tactical or operational-calendar? Is it necessary to master them all? Let's explore this topic together.

What is planning?

Planning is the setting of goals or objectives, with the optimal allocation of resources that will be required to achieve them. The more difficult the job, the higher the need for quality training. The fact is that any process needs to involve human potential and material sources, as well as time. The more correctly they are predicted before work, the less empty losses will occur during its execution.

The history of planning begins in ancient society. The world cyclical. Man quickly learned to predict weather changes, the dynamics of wild animal populations, and the state of vegetation. This made it possible to prepare for sowing, harvesting, gathering, hunting or fishing.

With the development of society, the emergence of new professions, planning has become more perfect forms. A huge role in this was played by the emergence of writing, and with it the possibility of transferring large amounts of information to external media (clay, papyrus, parchment, paper). arose different kinds planning, which will be discussed later.

Types of planning

Preparation for the work ahead can take a variety of forms or manifestations. Everything depends on the expected timing, areas, objects, as well as on the scope, content, depth, obligation, sequence, accounting, coordination of the predicted actions.

By timing:

• Long-term - a development strategy for a period of more than five years.
• Medium-term - a time period from 1 year to 5 years;
• Short-term - current tasks (up to one year).

By areas:

• Marketing - determines the global strategy of the company;
• Financial - calculates the "mathematics" of the task;
• Production - distributes material and technical resources;
• Research - paints a big picture;
• Individual - helps to streamline a person's life.

By objects:

• Thinking through goals;
• Thinking through the means;
• Thinking over performers;
• Thinking through programs;
• Thinking through actions.

By scope:

• General - takes into account all the components;
• Partial - takes into account significant conditions.

• Strategic - answers the question "where?";
• Tactical - gives an answer to the question "how?";
• Operational-calendar - to address current issues;
• Business plan - comprehensive assessment upcoming work.

Depending on depth:

• Aggregated - analyzes common parameters;
• Detailed - considers all possible details.

Mandatory:

• Mandatory (directive) - implies strict adherence to the instructions;
• Optional (indicative) - is a recommendation.

Depending on the order of execution:

• Ordered - implies sequential execution;
• Extraordinary - if necessary;
• Moving - determines the possibility of extension.

For data accounting:

• Rigid - clear time frames;
• Flexible - according to emerging circumstances;
• Rigid-flexible - combines the two previous types.

Time coordination:

• Simultaneous - if there is one single stage;
• Sequential - when the project can be divided into separate stages.

The presence of an extended classification does not imply a divergence in basic principles. They were first formed by the famous management theorist and practitioner Henri Fayol, and later supplemented by his followers and like-minded people.

Planning principles

Effective activity planning is based on the following basic principles:

• Unity and consistency, which mean common goals and interconnectedness of individual elements of the company;
• The importance of horizontal coordination of activities and projects between departments;
• Generality and unity of the movement vector, mutual integration;
• Participation (involvement in the work of all project participants);
• Continuity of implementation, compliance with time limits;
• Flexibility that allows adjustments;
• Availability of reserves, that is, opportunities for maneuvering;
• Accuracy due to concretization;
• Complexity, which is expressed in understanding the overall picture;
• Efficiency, determined by the excess of results over costs;
• Rationality in choosing the best option;
• Proportionality and balance of resources;
• Scientific - accounting for achievements modern science and technology;
• Detailing, which determines the depth of understanding;
• Simplicity and clarity, allowing you to adapt the task to the level of understanding of specific performers;

Following these principles, it is worth knowing that they are not a far-fetched whim, but a real opportunity to increase the effectiveness of any project. Especially if the tools for preparing plans are correctly selected. We will talk about them further.

Planning tools

Generally speaking, a planning tool is any storage medium that helps to store and reproduce data. For a long time, the main tools were paper and a pen (pencil). Development information technologies allowed to transfer planning to the digital world, saving time, facilitating the processing of records. Then, there was a large number mobile applications installed on smartphones. Phones are compact and are always at hand. This greatly simplifies the planning of affairs, including daily tasks. Apps streamline your workflow because they are often built with the right planner in mind. We'll talk about it in the next section.

Planning Technology

Describing the very concept of "planning", the definition of this word includes the rational distribution of forces and resources. Without the introduction of the necessary technologies, it is impossible to achieve this.

The preparation of the plan includes the following steps:

• Baseline analysis - resource estimation and external environment, understanding the company's trends, identifying problems and prospects, possible reserves;
• Definition and formation of the goal - the main guideline for movement in the short or long term;
• Creation of a development concept - methods for achieving the set goals, including the necessary technologies;
• Strategic planning is a symbiosis of the main ideas with the main ways of their implementation;
• Tactical planning - determination of the necessary resources, their optimal distribution;
• Operational scheduling - step-by-step prescribing of all actions;
• Approval of the plan - final approval, acceptance for execution.

Planning begins with an analysis and understanding of your capabilities, further goal-setting and determination of ways to implement. Many people get confused in the definition of tactical and strategic planning, so we will pay attention to them.

What is the difference between tactical and strategic planning?

Their differences begin with the globality of decision making. From a hierarchical point of view, strategic planning is the foundation of everything. Strategy implies an understanding of the direction in which it is necessary to move. Most often, such decisions are made at the level of senior management. Tactics is an auxiliary stage at which the middle link of the company is involved. The main task of tactical planning is to determine the ways to achieve the set goals.

Strategic thinking covers the long term, while tactical thinking is applicable to medium or immediate tasks. They also differ in the level of detail. The strategist can look at things globally, while the tactician must pay attention to all the details of the idea.

The main thing is to adhere to this direction in the work - from large-scale to particular. Working time planning should come from a global understanding of the mission and goals. But these principles apply in real life as well.

Day planning

For a harmonious life, a person needs to maintain a balance between work, domestic issues and leisure. If a work time think through many, then everything that happens outside of work often becomes chaotic. This is wrong, since harmony is achieved only in ordering the surrounding space and one's thoughts. It is difficult to be diligent in work, with lack of concentration in general. Time management is a very useful skill that helps you save your energy and conserve resources. If a person has a mess in his head and on his desktop, he wastes too much energy on searching necessary information. Success is mainly achieved by those who were able to streamline all their affairs.

It is advisable to start planning the day from the moment you wake up. while taking into account their physiological characteristics. In general, we can say that the peak of intellectual activity falls on the period from 10.00 to 12.00. The second time period starts at 14.00 and lasts approximately 2 hours. Physical abilities noticeably increase after 17.00. But it is desirable to stop the load until 18.30-19.00. This is true if we talk about the daily routine.

But a person also has to plan a week, a month, a year, and so on. This is strategic planning, which turns into tactical and ends with daily. If there is a global strategy, it should be broken down into small daily tasks that are performed according to a specific daily routine.

Do not regard planning as a waste of time. On the contrary, it allows you to save this resource, since it clearly defines the time frame for the implementation of individual tasks. Preliminary preparation makes the work much easier, thus freeing up additional time for success and development.

Features of individual planning

Individual personnel planning consists in setting life goals, developing criteria for their achievement and drawing up individual work plans for each employee of the organization.

Planning life goals has a direct impact on individual planning of working time on all time horizons of planning (5 year, month, week, day).

A life goal has a qualitative meter and an indefinite spatial and temporal state - a kind of "mirage" at the end of the path - however, in order to plan life goals, a person needs certainty, so the goal must be concretized into real tasks using the criteria for the effectiveness of its achievement.

Goal achievement criterion - a quantitative indicator that determines the measure or degree of assessment of goal achievement; compared to other possible options (alternatives). The criterion everything has a quantitative assessment and is aimed, depending on the indicator, at minimizing or maximizing the state of the system. For example, the minimum cost of production, the maximum gross profit, the minimum turnover of workers, the maximum output, etc. With the help of such criteria, the process of achieving the goal is divided into a set of local material or social tasks, the solution of which contributes to the achievement of the goal. The relationship between goals and plans is shown in fig. eleven.

Fig.1 1 . Relationship between goals and plans

An analysis of the actual implementation of individual plans shows that they are rarely implemented by more than two-thirds. This causes the need for constant adjustment of plans and goals in the face of time pressure and the impact of the external environment.

Planning of labor activity (career) is an element of personnel management. Planning, on the one hand, is an important tool for influencing the management of an enterprise on personnel, and on the other hand, it is an opportunity for self-assertion of an individual based on a combination of personal and social goals.

It is necessary to keep in mind the following: the more specifically you formulate the task, the more chances you have to do something real to achieve it. To increase the likelihood of solving your problems, adhere to the following principles of P. Drucker

1. Formulate them as specifically and unambiguously as possible. use verbs such as increase, increase, decrease, provide, provide, improve, etc. to determine your specific intentions.

2. Formulate tasks so that their performance can be measured and (or) evaluated. to do this, enter quantitative indicators and standards into the formulation of tasks and use clear bases for comparison.

3. Set deadlines for completing tasks. Force yourself to complete the tasks within the deadlines. If the deadline is not defined, the solution of the problem begins, as a rule, to be constantly postponed.

Features of daily planning

It is essential to have a written plan for the day. Plans for the day that are kept in mind are easily dismissed. Written daily plans provide a relief to memory.

A written plan has the psychological effect of self-motivation to work. Business activity becomes more focused and focused on strict adherence to the program of the day, as a result, there are fewer distractions of the planned tasks.

Thanks to the control of the results of the day “there is no lost work (carryover to the next day).

Written recording increases the effect of planning, as time needs and “disturbances” are better assessed, and reserve time can be planned more realistically.

Small things have the ability to crowd out the plans of more important and major works. This phenomenon is explained by the following facts:

Small jobs are more attractive because they don't require a lot of concentration and are easier to do;

The presence of small unfulfilled cases creates a phenomenon of discomfort in the employee (I want to get rid of them as soon as possible, since they prevent me from taking on a big job);

Large and important works, being disaggregated into their components (and this must be done), as it were, can easily be “lost” in the mass of small ones.

Given these factors, small things have the ability to fall into daily plans as a priority.

However, despite the listed "breakthrough" properties of small cases, the largest and most important work should be included in the employee's daily plan in the first place.

It is advisable to carry out the largest and most important work in the first days and mainly in the first half of the working day

Minor work, being unfulfilled within 2-3 days, often completely loses its relevance and can be excluded from the plan

Consistent planning of the day leads to the improvement of the applied methods and techniques of work

If there is clarity as to what needs to be done during the day, then there is a conscious opposition to “interferences of the internal and external order.

A realistic plan for the day should contain only what can definitely be done on that day. The more realistic the tasks set, the more efforts can be mobilized for their implementation.