Work only then brings satisfaction,
when it allows a person to develop.

I address this article to owners, managers and project leaders. (Many may assume that the role of the leader of the people development project in the company is performed by HR managers, but I am inclined to expand the horizon and include direct managers of departments in the development of employees, because each of them should be more like a mentor or trainer, and then have all the other qualities manager). It will be about the development of people in their business, so that managers can easily and relatively quickly identify the shortage and surplus of people in the organization, and somewhere to foresee the “evolution” curve of their employees.

Working with many companies, as a business development consultant, I often face the problem of developing people within the organization. I observe a variety of approaches in this area, such as development through various trainings, through visiting professional courses advanced training, drawing up plans for the development of personnel and the creation of individual plans on their basis. It happens that both corporate baths and holidays are presented as an element of development and team building, sometimes the only one. And other, other events.

What's wrong here? And here's what. A lot of weakly motivating events for a particular person are proliferating, where development plans often live in one dimension, and the employee lives in another. As a result, the development of people in companies becomes either too difficult, or this work is completely absent due to a waste of time and money.

In cases where the client has a conscious need to develop people, together with him we build working schemes using life cycle employee. As a result of this work, simple circuit, and the manager needs to remember and use only two things to manage development: this is the “stage of life” of a person within the company and the key skill of an employee at this stage. And no "inflated" plans and "disposable" papers.

What is the employee life cycle?

Any business is a living organism. And, like any living organism, the company is born by the efforts and aspirations of the creator - the leader, matures and fades over time. Here we are dealing with the life cycle of organizations (Fig. 1).

Looking at the life cycle of companies, analyzing the situation over several years, one can understand at what “stage of life” any business is, and what will follow. Companies themselves are made up of people, and people also go through periods of maturation and over time, the most prominent become veterans of the “competitive wars”, while others leave organizations. In other words, along with the life cycle of organizations, there are also life cycles of employees.

What can the life cycle give us in terms of employee development?

First of all, it is a visualization or imagery of the perception of "life" and the development of a person within the company. In addition, each “stage of life” has specific competencies that an employee must meet. These two parameters are quite enough to manage the development of an employee.

Organizing the life cycle

Management issues always require certainty and transparency, and in the case of the development of people, when it is necessary to understand what to develop and what to require from an employee, the life cycle helps to streamline the growth of an employee within a particular company.

To make the process of employee development manageable, the following steps should be taken.

First step is the construction of the diagram "Time - Knowledge and Skills".

First, the life curve itself is drawn, then the “stages of life” of the employee are marked horizontally, and the straight line of growth of his knowledge and skills is marked vertically (Fig. 2).

On the second step the life cycle curve is divided into several parts-levels, four are quite enough, although one of my clients uses six, where the first level indicates the competencies of strictly following the instructions of the manager, and the last one presents the competencies of employee self-development (Fig. 3).

On the third step each level should be given the appropriate basic competencies (see Appendix No. 1). It should be noted that for a specialist, the list of competencies can be supplemented based on his professional activities (Fig. 4).

The question may arise: what is the optimal number of competencies? I will answer: you should always choose from the proposed set of “key knowledge and skills”, one or two competencies for each level may well be enough.

Then, on fourth step, it is necessary to determine the time spent by an employee at each stage, this is the “time of his life”. Here it should be noted that "living the levels" depends on the dynamics of the market and the competitive environment. If the market is highly dynamic, then the lifetime at each stage is reduced. If the market is stable, then the lifespan can be lengthened by stages, there is time to “pump” the employee in a qualitative way (Fig. 4).

And finally fifth step- linking the life cycle with the current activity of the worker. After the life cycle is filled with competencies and the "lifetime" for each level is determined, it is necessary to link the employee's knowledge and skills with his monthly plan and fact. In this case, an assessment of his competencies is introduced into the employee's monthly plan (Fig. 5).

The assessment is given to the employee at the end of the period based on his actual results by the immediate supervisor in cases where the scale of the business is small; and the manager plus the internal client, when cross-functional communication problems begin to appear in the company. Should appraisal be related to pay? Answer: yes. By linking knowledge and skills with the employee's salary, the company gives the employee feedback whether she is satisfied with his height or he leaves much to be desired. It can be said that through the ruble it is easier to reach the mind, and in some cases even wake it up.

A little clarification on the internal client. I hope you understand that the activities of any company are woven from many processes. And within the company, as well as in the market, there are suppliers and customers. So, the internal client is the head of the department that receives the product of the labor of the department preceding the process (for example, for the supply department, the internal client is production). In addition, monthly evaluating the employee's contribution to the common cause, along with the growth of his knowledge and skills, the company gets the opportunity to track the dynamics of his growth along with the employee's performance.

I would like to point out one common managerial mistake: many managers have a formal attitude to evaluations, as well as to the development of people. Can this error be avoided? Yes, if the competency assessment is based on actual results. The error is easy to catch if you track the performance of an employee for two to three months. In such cases, there is no relationship between the growth of performance and the growth of competencies, in other words, the results refute the positive growth of the employee.

Approximately the same responsibility for the internal client: when assessing, he must take into account the satisfaction with the product of his internal supplier, because he will answer for the quality of his product already to his client, maybe to an external one.

Dear leader, if you have realized the need to develop the main resource of a business - people, do not give this work to one person, whoever it is. Employee development is not a matter of trust, it is a matter of collective and agreed decision. This issue requires consistency in a team that is able, under your leadership, to meet within a maximum of two working days of pure time and agree on a common point of view on the life cycles of employees. Your task is to set goals and lead the team to an agreed decision on the “life stages” of your subordinates.

In every possible way strive to involve "key" people in the discussion of the employee life cycle. This applies to everyone without exception, no one needs "underdeveloped" employees. Engagement is more conveniently done through group work, insist on it and do not agree to develop employees by drawing life cycle curves in the quiet of the office.

And do not forget the main thing: the development of people in the company is “the business of the Sovereign”, an attempt by the first person to take a position free from the results of this work will shove this matter under the cloth. Your task is to work with the first person on a partnership basis, as part of your employee development project.

Appendix 1. List of employee competencies by development levels - life cycles

LIFE CYCLE OF AN EMPLOYEE (EMPLOYEE) is a theory about the behavior of an employee, according to which it changes depending on the “maturity of the employee”, that is, on the level of his education, ability to take responsibility, desire to achieve any goals, quality of professional training, etc. d..

Distinguish LIFE CYCLE OF WORKER:

1. How the sequence of main stages labor activity Worker: Beginner, Specialist, Professional, Consultant

2. As a system for developing a “ladder” for career and professional growth, creating a procedure for assessing the professionalism of employees, their readiness to “move” along career ladder, as well as planning the growth (or decrease) of his salary.

3. As a sequence of certain stages-actions in relation to an employee: selection and selection, assessment, training and development, organization of his work, management of his culture, management of communications in which he is involved, motivation, dismissal.

Career is the result of a conscious position and behavior of a person in the field of labor activity, associated with official or professional growth.
A career in an organization is a set of positions held and held by this moment an employee (actual career) and (or) may occupy (planned career). The opportunity for career growth is one of the main motivators that encourage employees to effective work In the organisation.
Career management is the creation of conditions for the promotion of employees in an organization that meets its needs, takes into account the psychological type of the employee's personality and depends on the results of the work of this employee.
Career management in an organization has three main objectives:
Ensure that the needs of the organization for the required number of trained workers, employees, specialists and managers at all levels of the hierarchy are met.
Provide prospective employees with the training and practical experience that enables them to operate at the level of responsibility they are capable of attaining.
Give potential employees the opportunity to realize themselves in this organization through career development.
Intra-organizational career - associated with the trajectory of a person in an organization. She can go along the line:
Vertical career - promotion of an employee up the career ladder,
Horizontal (professional) career - promotion within the organization, for example, work in different departments of the same level of hierarchy,
Centripetal career - advancement to the core of the organization, the control center, ever deeper involvement in decision-making processes.
Career development paths (Fig. 1) differ significantly from each other depending on the stage of the employee's career growth.
Stage 1 - development at the beginning of a career, when new skills are acquired, the amount of knowledge increases rapidly, competence grows rapidly and aspirations and inclinations become clear,
Stage 2 - strengthening on the professional path, when the knowledge and skills acquired at the development stage are applied, tested, modified and combined with practical experience,
Stage 3 - improvement, when employees are firmly entrenched in their professional path and follow it in accordance with their motivation, abilities and capabilities.
At each of these stages, workers can develop and advance different ways. At the same time, at each stage, the degree of career development, based on a number of factors, can show growth, stagnation or decline.
The potential for career growth is determined by two large groups of factors: these are factors that depend on the employee (subjective) and factors that depend on the organization (objective).
Factors depending on the employee:
The corresponding psychological type of personality - according to J. Holland, a successful career choice is determined by the type of personality, while there are six types of personality: realistic - focused on manipulating tools and mechanisms, research - focused on search, artistic - focused on emotional manifestation, social - focused on interaction with people, entrepreneurial - focused on influencing people, conventional - focused on manipulating information.
Knowledge, skills, health, abilities, age, mobility, activity of an employee are components of the employee's labor potential, which he can develop and use for career growth.
Factors depending on the organization:
The existence of a career policy in the organization aimed at growing and promoting its managers, the availability of advanced career planning methods, the consistent implementation of career development models.
The stages of an organization's life cycle are about growth and maturity, not decline.
High organizational structures of the company, with a significant number of small divisions and a large number of levels of hierarchy, rather than flat structures with a small amount hierarchy levels.
A career is not always manageable, career growth does not exclude the presence of such a factor as chance, that is, a successful or failed career often has a random character. However, career management is a critical part of human resource development in an organization.

Work only then brings satisfaction,
when it allows a person to develop.

I address this article to Owners, Managers and Leaders of people development projects in their business so that Managers can easily and relatively quickly identify the shortage and surplus of people in the organization, and somewhere to foresee the “evolution” curve of their employees.

Working with many Companies, as a Business Development Consultant, I often face the problem of developing people within the organization. I observe a variety of approaches in this area, somehow, development through all kinds of trainings, through attending professional training courses, drawing up staff development plans and creating individual plans based on them. It happens that both corporate baths and holidays are presented as an element of development and team building, sometimes the only one. And other, other events.

What's wrong here?

And here's what. A lot of weakly motivating events for a particular person are proliferating, where development plans often live in one dimension, and the employee in another. As a result, the development of people in Companies becomes either too difficult, or this work is completely absent, due to a waste of time and money.

In cases where the Client has a conscious need to develop people, together with him we build working schemes using the life cycle of an employee.

As a result of such work, a simple scheme appears, and the Manager needs to remember and use only two things to manage development: this is the “stage of life” of a person within the Company and the key skill of an employee at this stage. And no "inflated" plans and "disposable" papers.

What is the Employee Life Cycle?

Any business is a living organism. And, like any living organism, the Company is born by the efforts and aspirations of its founder – leader, matures and fades over time. Here we are dealing with the life cycle of organizations (Figure 1).

Looking at the life cycle of Companies, analyzing the situation over a number of years, one can understand at what “life stage” any Business is and what will follow.

Companies themselves are made up of people, and people also go through periods of growing up and over time, the most prominent ones become veterans of “competitive wars”, while others leave organizations. In other words, along with the life cycle of organizations, there are also life cycles of employees.

But what can the life cycle give us in terms of employee development?

First of all, it is visualization or figurative perception of “life” and human development within the Company. In addition, each “stage of life” has specific competencies that an employee must meet. These two parameters are quite enough to manage the development of an employee.

Systematizing the life cycle

Management issues always require certainty and transparency, and in the case of the development of people, when it is necessary to understand what to develop and what to require from an employee, the life cycle helps to streamline the growth of an employee within a particular Company.

To bring control over the process of employee development, the following steps should be taken.

The first step is to build a Time-Knowledge-Skills diagram.

First, the life curve itself is drawn, then, the “life stages” of the employee are marked horizontally, and the straight line of growth of his knowledge and skills is marked vertically (Fig. 2).

At the second step, the life cycle curve is divided into several parts - levels, 4 are quite enough, although one of my clients uses 6, where the competencies of strictly following the orders of the Manager are indicated at the first level, and at the last sixth, the competencies of employee self-development are presented (Fig. 3).

In the third step, each level should be given the appropriate basic competencies (see Appendix 1). It should be noted that for a specialist, the list of competencies can be supplemented based on his professional activities (Fig. 4).

The question may arise: what is the optimal number of competencies? I will answer - you should always choose from the proposed set of “key knowledge and skills”, one or two competencies for each level may well be enough.

Then, at the fourth step, it is necessary to determine the time spent by the employee at each stage, this is “the time of his life”. Here it should be noted that "living the levels" depends on the dynamics of the market and the competitive environment. If the market is highly dynamic, then the lifetime at each stage is reduced. If the market is stable, then the lifespan may be extended in stages, there is time to “pump” the employee in a qualitative way (Fig. 4). And finally, the fifth step is to link the life cycle with the current activity of the worker. After the life cycle is filled with competencies and the "lifetime" for each level is determined, the employee's knowledge and skills should be linked to his monthly plan and fact. In this case, an assessment of his competencies is introduced into the employee's monthly plan (Fig. 5).

The assessment is given to the employee at the end of the period, based on his actual results, by the immediate Manager, in cases where the scale of the business is small; and Manager plus Internal Client, when cross-functional communication problems begin to appear in the company.

Should appraisal be related to pay? the answer is yes. By linking knowledge and skills to the employee's salary, the Company gives the employee feedback on whether she is satisfied with his growth or whether he leaves much to be desired. It can be said that through the ruble it is easier to reach the mind, and in some cases even wake it up.

A little clarification on the Internal client. I hope you understand that the activities of any Company are woven from many processes. And within the Company, as well as in the market, there are suppliers and customers. So, the Internal client is the Head of the department that receives the product of the work of the department preceding the process (for example, for the Procurement department, the Internal client is Production).

In addition, by monthly evaluating the employee's contribution to the common cause along with the growth of his knowledge and skills, the Company gets the opportunity to track the dynamics of his growth, along with the employee's performance.

I would like to point out one common managerial mistake - many Managers have a formal attitude to assessments, as well as to the development of people. Can this error be avoided? Yes, if the competency assessment is based on actual results. It is easy to catch a mistake if you track the performance of an employee for two to three months. In such cases, there is no relationship between the growth of performance and the growth of competencies, in other words, the results refute the positive growth of the employee.

Approximately the same responsibility for the Internal client, when giving an assessment, he must take into account the satisfaction with the product of his internal supplier, because he will answer for the quality of his product already to his client, it may well be External.

How it works?

I have a Client - medium in size manufacturing company employed in the electric power industry. The owner is a well-advanced person in matters of personnel development. He looks at employees as people, not as a resource.

The prerequisites for the project were the multidirectionality and fragmentation of the goals of the employees. The Company had budgets and KPIs, development projects were allocated, personnel were not lacking in training. But there was one caveat - all of the listed goals did not have an "assembly point", it turned out that financial indicators lived their own lives, development projects of their own, and employees developed according to their programs, which most simply did not have. And the main thing in this situation is the low productivity of employees.

At the beginning of 2012, the Owner and I agreed on a project to update the goal-setting system. The project was supposed to work key indicators– KPI, current tasks and assessments of the skills and knowledge of the employee. It was supposed not only to work out the goals, but also to combine KPIs, tasks and assessments of each employee into one profile. It is clear that there should be as many profiles as there are people in the Company.

The project has started. First, we identified processes and worked out KPIs. Considered development projects and identified tasks. And when they realized what skills and knowledge an employee should have, they began to notice that competencies are “inconstant” and they grow along with the growth of a person in the Company - they have, so to speak, a life cycle. The result of this ingenuity led us to a bunch of "stages big way» with competencies that every employee should have. How we did it, and what are the results, read and see below.

Format matters

In itself, the construction of a goal-setting system is quite a “technological” and consistent process. But to expect that in the presence of the will of the Management everyone will accept the project with a bang, means to overestimate the expectations of the soon completion of the project. And if you hurry, as you know, you won’t get smiles. In such cases, you need a format that involves people in the work as much as possible. I have been using the format " domestic market”, i.e. I create a market within the Company, where the Client, the Supplier and the product appear, which is exchanged for money or other equivalents. But, everything is in order.

Firstly, the creation of the market began with the search for the Customer and Contractors. The Owner of the Company acted as the Customer, and the temporary working group acted as the Contractors. The "client" formulated his order - to put the development of an employee on a technological basis, to create "levels of maturity" - life cycles, from hiring to full self-realization of a person.

Secondly, they formed working group– Order executors, from the key employees of the Company, which included all the main Heads of departments. In total, there were eight people in the group.

Thirdly, we established the rules of work: the first rule is work on time (they limited the “term for the execution of the order” in time. in total, no more than three hours were taken to work); the second rule - the "product" created by the group had to be "sold" and not sold; the third rule, the Customer had the right to send the product proposed by the group for revision, until he satisfied it.

And the work went on. The first result appeared an hour later - the number of "stages of life" - the levels of maturity of the employee was determined. They turned out - 6 (Fig. 6).

Please note that the names of the stages - levels do not contain the usual "age" names such as childhood, growing up, etc., instead they reflect the nature of the work performed, and the comments of each stage address the reader to understand the essence of the work.

We had to sweat with a set of competencies, we did this in the second hour, the result is as follows: at the first level of competencies it turned out - 3, at the second - 3, at the third - 7, at the fourth - 6. at the fifth and sixth by the 1st (Fig. 7).

The group then set about creating a scale that should be used by any Manager to rate their employees in terms of maturity levels. Such a line is necessary to avoid the subjectivity of the Manager, who can give grades at will, which, as you understand, gives rise to likes and dislikes, and often does not border on the real performance of a person. As a result, the scale took the form of a ruler from 1 to 5, where a score of 3 corresponded to the Manager's expectations, and a score of 2 or 1 was given for a clear incompliance with competencies. The same, but with a plus sign, applies to grades 4 and 5, which are given for demonstrating an increase in knowledge and skills by an employee, and any deviation from the standard must be commented on, and not just get off with a grade. For illustration, Figure 8 shows the rating scale for the first level of maturity.

Having worked only three hours of working time, the life cycles of employees were determined and agreed upon by all key persons of the Company, and, what is important, they were approved by the Customer - the Owner. Questions - what is it and what to do with it? there was no one. The next step was to connect current activities with employee ratings.

We've been counted!

I have already noted above that understanding and contemplation of the life cycles of workers does not give us much if we do not connect the competencies of a person with his result. Our Goal here is to focus the individual on the key skills and knowledge that will help them increase their performance in their current tasks. In other words, an assessment without a result is just a waste of time and effort. At the same time, if the performance grows, there is reason to evaluate the employee as “good” or “excellent”, and this “good” is the reason to move the employee to the next level of maturity.

At the time of the development of the life cycle, each employee of the Company had already identified key indicators (KPI) and current tasks. Therefore, the competencies developed at the session were easily connected with the functionality of the employee, it only remained to gain experience in evaluating employees and sort out complex and non-standard situations.

Was there a connection between grades and wages? Yes, the connection has been established. A score of 3 allows an employee to have a "planned" ruble, a score of 1 or 2 reduces wages, and a score of 4 or 5 increases the employee's income. I will not go into details of how this happens, I will only say that this arithmetic is simple.

And experience is the son of difficult mistakes ...

Any product that enters the market does not remain in its original form, but is constantly improved. The same happened with maturity levels, which are the product of the work of key employees of the Company. All of its improvements were based on the elimination of emerging problems in the course of assessing the development of employees.

Three months passed from the start of the project to the appearance of the list of problems. During this period, a whole bunch of questions and many “what ifs” accumulated and the Client asked for support. As a result, an agreement was reached to hold several two-hour meetings with the heads of departments, the purpose of which was to analyze complex cases and non-standard situations.

The first problem is how to evaluate an employee correctly?

To resolve the issues that have arisen, we used the format brainstorming, at which all, without exception, problems related to the assessment of competencies were voiced, and the list of problems was built by priority. Here I sing an ode to group wisdom - as a result of the work, a simple, but understandable to everyone, “technology” for assessing an employee has emerged (Fig. 9).

Says the head of the legal department

I evaluate all the tasks of an employee for all first-level competencies. In addition, when evaluating his work, I am interested in, in addition to basic and professional competencies person. I take into account the spelling, the accuracy of the application of legal norms, the accuracy and respect for documents. From the point of view of the growth of an employee, his interest in independent work matters to me. The point of making a decision to transfer a subordinate to the next level will be the fulfillment by him of one of the “control tasks”, if we talk about a specific employee, then this task is the independent development of contracts.

The second problem is what to do with “formal” estimates?

Above, I mentioned a managerial problem - formal assessments, they arise when the Manager actually unsubscribes, giving the employee a “normal” assessment. My client was no exception. In fact, the leaders began to give everyone a “norm” - 3 and forget about the growth and development of their subordinates.

Straws lay in two places: firstly, they introduced KPI - Personnel Management, through which the performance of subordinates is monitored; secondly, they imposed a "veto" on the assessments without comment. Now "lack of attention" to the results and development of employees affects the result and income of the Manager.

The third problem is what is the lifetime of each level?

Unfortunately, at the beginning of the project, the duration of the terms of each level was not so obvious and fell out of sight, but now the lack of deadlines has become clearly noticeable and life cycles have turned out to be “rubber”, as a result, there is no movement through maturity levels. Stimulating the growth of employees is the task of the near future, which we are currently working on.

results

As a result of the search for the "assembly point", it was possible to coordinate and connect different types goals of the Company, namely quantitative KPIs, qualitative goals - tasks of employees and goals for the development of people, and this is what happened:

1. The performance of employees is growing, on average by 5% per month.

2. In the first three months payroll savings of 10% per month. This is due to the introduction of the principle - payment only for the result.

3. Payback of the project (Payment of the Consultant) - 2 months. The remaining 10 months can be considered an increase in the profitability of the project (if we count in annual terms).

Appendix 1. List of employee competencies by development levels - life cycle

Many may assume that the Leaders of people development projects should be HR Managers, but I tend to expand the horizon and include the immediate Heads of departments in the development of employees, because each of them should be more like a Mentor or Trainer, and then already have all the other qualities of a Manager.

It is the actualization, because all businesses, without exception, have goals, it is another matter that the systemic basis in Business Goal Setting leaves much to be desired.

Purposefully and proactively developing in social organizations, the employee, through continuous self-improvement, achieves high qualifications and professional excellence expressed in the results of the entire organization, public recognition of what has been achieved, his promotion. The development of the employee's potential ensures the formation, consolidation and expansion of professional, business and a number of other specific qualities that ensure the effective solution of the tasks facing him. The assessment of these achievements determines not only an increase in the employee's wages, but also his promotion, the acquisition and fulfillment of new duties, and career building.

Career is a hierarchical reflection of the path promotion employee throughout the entire working period or its segment. Career is determined by the temporal sequence and duration of positions held by the employee. It is understood that this sequence to some extent reflects the professional qualification growth of the employee, the expansion and deepening of his abilities. In this sense, a career represents a sequence of achieving certain results of job growth, professional specialization, accumulation and improvement of business qualities, and intellectual development of an employee. It is clear that for successful career advancement, an employee needs to form and constantly improve professional and business qualities. Conventionally, this process is depicted in Fig. 11.1.1.

Rice. 11.1.1. Components of an employee's career growth

Qualities combine inherent in an individual from birth or acquired and developed characteristics of his professional, business and personal abilities, opportunities, are the basis for building a career. Identification, research, analysis and assessment of quality are the tasks of such an important area of ​​work with personnel as professional diagnostics. In contrast to professional orientation, it aims to determine the purpose of the individual in the most promising forms of activity for him.

Skills- mastered and consolidated practical techniques, provide targeted actions based on the development of specific skills as a result of a systematic training of an employee. They are formed from the very beginning of human life, largely determining its nature, pace, results. The primary skills of the individual ensure the receipt, accumulation and use knowledge as the main resource for his further social adaptation, professional improvement and intellectual development.

culture as a historically formed set of achievements, forms and content of the functioning and development of society, provides adequate adaptation of the employee in the organization. Being a necessary condition for his career advancement, culture ensures the perception of the employee's activities by others, his effective integration into the professional community and career growth. It provides achievement required level development of professional, business and personal qualities of an individual, characterizing the highest assessment of his achievements, providing public recognition. Such an assessment becomes the main feature that characterizes the employee and determines his career growth in the organization.

Having passed the main stages of career growth, a particular employee acquires status- formally fixed or informally emerging positioning in the hierarchy of the organization. By the totality of powers, the degree of trust, the status determines the position of the employee, reflecting the recognition of his administrative rights and opportunities for personal influence on others.

Career advancement of an employee in the form of a sequence of positions occupied by him is carried out in a competitive environment of applicants, determining the formation of special career relationships. As a rule, even in totalitarian organizations they are built on market principles, saturated with subjective content and development, forming specific conditions for career advancement. Certain requirements for the applicant are developed, applied effective methods evaluation and comparison of applicant candidates both within the organization and outside it. Opportunity for career advancement creates the necessary conditions for professional improvement, the formation of career ambitions of the individual, the satisfaction of which is provided by the organization.

A professional career is reflected in the promotion of an employee through the hierarchy of positions in the organization and is clearly oriented towards the organizational structure. At the same time, the promotion of an employee can be carried out not only vertically, but also horizontally, which reflects the need for him to master a wider range of functional areas before being promoted to the position of a higher-level manager. The so-called "ascending", "horizontal" and even "descending" types of professional careers are being formed, characterized by specific features organization and adaptation of the worker in it.

Of particular importance, both on the part of the employee and the organization, is given to planning professional career, ensuring the dynamics, stability, efficiency of its development within the framework of the real one.

The trajectory of the formation and development of an employee's career can be not only vertical, but also horizontal. This provides greater opportunities for job turnover in the organization, updating qualification priorities, professional specialization, and increasing the efficiency of industrial and managerial cooperation. An illustrative example of the organization of management in Japanese companies where the head needs to gain some experience in the positions of each of his future deputies. The presence of a candidate of similar experience in foreign and domestic modern companies is increasingly becoming not only desirable, but also mandatory requirement, often published in announcements about the competition for filling a particular vacant position.

Depending on the traditions and specifics of the organization, such a task can be solved in the form of an internship, substitution of duties, and even their temporary combination, allowing the candidate to form a clear idea of ​​the intensity of work, information support. Such familiarization is of a local nature and does not imply mastery of the entire range of functions of each of the subordinates by the manager, but allows one to present the possible range of work by the “immersion” method.

This approach becomes the basis for the formation of a model of interaction between a manager and his subordinates and provides a specific orientation for subsequent career growth. At the same time, the segment of the promising professional application of this candidate in specific departments of the organization is quickly and accurately determined. The results of such an assessment become a characteristic of the employee's innovative potential, a guideline for planning professional growth, and an impulse for his further career advancement.

An employee's career can take on a wide variety of configurations, depending on regional, sectoral, organizational, professional, communication, corporate and other factors. All this reflects the possibility of forming a variety of trajectories for building an employee's career and necessitates the study of the life cycle as an object of management.

The form of organization of the activity of an individual as an object of control is his life cycle, in which it is customary to single out pre-labor, labor and post-labor periods. The allocation of the life cycle as an object of management is necessary not only for a wide range of various organizations - from the family to the employer, but also for every person. The individual himself, throughout his life cycle, acts as a single and permanent subject of the development and implementation of the program of labor functioning.

The life cycle of an employee is a sequence of main stages and stages of labor activity, disclosed by the composition and content of official and professional transformations, procedures and actions.

Detailing the composition and content of the employee's life cycle, rationalization and improvement on this basis of work with the organization's personnel make it possible to predict and plan a career prospect for a long period of time. The potential of developing interrelations of stages, periods of the life cycle of an employee determines the main resources of management.

It is necessary to develop a clear idea of ​​the composition, content and interaction of the main elements of each of the periods of the employee's life cycle (Fig. 11.2.1).

An object approach to the development and presentation of the life cycle of an employee provides the most effective solution to the problems of managing his career development in an organization. The specific content of the process of planning and developing an employee's career throughout the life cycle is determined not only by his own motivation, but also by the subjects, organizations and, above all, employers interested in this process. The labor creative potential of the individual objectively acts as the main source of the purposeful development of society as a whole and each organization in particular. This situation is of interest to employers in maintaining the life cycle of an employee, determines the need for participation in the formation of qualities, skills, knowledge, and culture of an employee.

Rice. 11.2.1. Worker life cycle model

Traditional views on career growth, organization labor relations in general, they transfer the bulk of powers to the employer, centralizing all the power, leaving no room at first glance for the employee himself. Meanwhile, analysis successful careers convincingly shows the advantages of delegating to the employee an increasing number and, most importantly, more significant content of the career tasks that are set and solved.

This is quite natural, since it reflects the objective tendencies of the initiative development of the process of specialization and cooperation of professional, qualified and responsible labor. The most complete and effective use labor resources possible on the basis of the integrated development and realization of the internal potential of a career-oriented employee in the labor period of his life cycle, with the participation of the employee himself in the process of planning, building and developing his own career.

This approach can become the basis of a universal concept of building a career. It should be based on the definition and presentation of the place and role of participation of various subjects in the process of planning and organizing professional orientation and activities of the individual throughout the entire life cycle.

Independently and proactively developing on the basis of continuous self-improvement, the employee, in cooperation with other subjects, plans career growth, implements his plans and, as a rule, achieves higher qualifications and professional skills. Ultimately, this is expressed in an increase in the overall performance of the organization and society as a whole, administrative and public recognition of the employee's personal contribution and, as a result, in his career growth.

For the organization, participation in worker life cycle management is of particular importance, since its results determine the level of mobilization. Already established work motivation, the results of professional diagnostics, orientation and training, formed and consolidated business and personal qualities of the employee

An analysis of the content of the stages of the life cycle of an employee directly indicates that in modern society almost all state, business and public organizations, are interested in participating in the formation and maintenance of the life cycle of an employee. Only the corporate participation of employers is able to ensure its formation and implementation as the main source, determining factor and implementing forms of social and economic development of society. This is confirmed by global trends in the ever-expanding participation of a wide variety of organizations and employers in the formation and development of the employee's life cycle potential. Such participation focuses not only on labor, but also on pre- and post-labor periods of the employee's life cycle.

In practice, such participation is manifested in the education of the individual, the creation of conditions for professional diagnostics and orientation, the development of creative interests, interaction with vocational training centers, support for personal initiative, entrepreneurship, which ultimately ensure the realization of the employee's labor potential. These tasks are objectively positioned and solved mainly in the pre-labor period of the employee's life cycle, largely determining the prospects for his subsequent development. It is this resource of the employee that is formed, developed and implemented by the organization as the main tool for setting and achieving individual, group and social goals.

An example is the implementation of numerous modifications of the model social partnership developed business structures that share responsibility for the harmonization of public relations. The content of the tasks set and solved in this case is determined by such traditional programs as:

national culture and moral education;

social initiative and labor motivation;

professional diagnostics, orientation and training;

social security and charity;

public recognition and development of cooperation.

Within the framework of these and many other programs, a decisive influence is formed and carried out on the formation of the employee's potential, which is maximally realized in the labor period of the life cycle.

An effective solution for many production tasks is determined by the positioning of the post-labor period of the life cycle of an employee not only in the form of a directly predictable and assessed retirement prospect for each employee, but also as a resource for education and mentoring. The traditional positioning of these processes is tied to family informal communication, but professionally organized programs give the most effective results. Unfortunately, the practice of mentoring, which ensured not so much the successful mastery of a profession as the consolidation and development of the labor attitudes already formed in the worker, has been largely lost by domestic organizations. Effective use The post-labor period of the worker's life cycle can help regain lost forms of management.

The cyclicity, periodic repetition of the emerging and formed sequences of the composition, content and interaction of the main elements of the life cycle is the most important characteristic not only of the organization of work with personnel in general, but also of the entire set of career management actions (see Fig. 11.2.1). It substantiates the selection of such important components of this process as the employee's career cycle and the career management cycle, which require separate research and consideration.

Construction and research involves establishing the basic concepts of the life cycle of an employee, highlighting the constituent elements of a career, their relationship and interaction throughout the entire working period. These, first of all, include such elements as selection, training, placement, internship, the actual work in the position, further promotion, carried out on the basis of the education and experience gained. It is in these elements that the above qualities, skills, knowledge, culture, art of a professional are realized and developed, which, in turn, determine his career advancement.

Planning the optimal career growth of an employee within the framework of the labor period of the life cycle allows you to most effectively plan the use of his potential and the development of career advancement, career building in a real organization. Career growth reflects the direction, sequence and dynamics of the development of an employee's service career, substantiates the logic and prospects for professional and hierarchical advancement throughout the entire labor period of the life cycle. The period of career growth of a particular employee goes, as a rule, beyond the scope of one organization or the competence of its leaders, which leads to the allocation of separate parts in it.

One of the defining characteristics of this multifaceted, specific and largely probabilistic process is cyclicality. The periodic repetition of such steadily ongoing sequences as selection - preparation - placement, work - evaluation - promotion, resource - reserve - composition, etc. largely determines not only the construction of the actual career process, but also the implementation of the basic procedures for managing it.

Studies conducted by SUM scientists at domestic enterprises and organizations show that the career advancement of most employees from position to position reflects a repeating sequence of the main constituent elements, procedures. This indicates the need for cyclical planning of the main career procedures, leads to the introduction of such a concept as employee career cycle combining a periodically repeating sequence of stages of career advancement. The composition and content of the stages receive different names, but, in fact, they constitute a clearly defined sequence that can be represented as a career cycle (Fig. 11.3.1).

Rice. 11.3.1. Elements of an employee's career cycle

Each of the highlighted in Fig. 11.3.1 procedures may take place in various forms, which ensure the effective achievement of the result in a particular case. For example, training can be carried out both in the course of receiving general or special education, and directly at the workplace according to a program specially designed for specific conditions, and adaptation can be carried out in the form of an internship, performance of duties, probationary period, temporary position replacement. In any case, the name of each element is only in the general view designates its orientation, focuses on the content and results. At the same time, the career cycle of an employee is a fairly clear sequence that reveals the essence, content and continuity of the main activities throughout its entire length.

The whole cycle and its elements become the object of control, analysis, evaluation and impact of the organization's management, personnel management service. The basis for the allocation and positioning of tasks, planning and implementation of functioning and development is the employee's career cycle. Cyclicity stands out as a constructive basis, the principle of construction and the mechanism of functioning of the control object. It directly follows from this that the procedures for designing, developing and implementing a targeted impact on the career cycle should also be formed taking into account cyclicality.

Forecasting, planning, organization and support of the career cycle are carried out by the organization's personnel management service together with the employee and his immediate supervisor. The composition and content of this activity are defined, sufficiently stable and repeated many times, which, ultimately, determines the formation of the appropriate management cycle. It is based on periodically repeating sequences, dependencies, relationships and, most importantly, the professional content of actions that reflect the procedure for managing the career development of an employee within the same position.

The career management cycle as a periodically repeating sequence of influences of the manager and the personnel management service on the employee's career reflects the structure and sequence of management tasks for a particular employee, the successful solution of which is ensured not so much by the manager or the personnel management service, but by the employee himself. This determines the closest relationship and the need for constructive interaction between the career management cycle and the employee's career cycle. The development, presentation and optimization of a complex model of such interaction largely ensures the effectiveness of career work in the organization as a whole.

In 1998-2000 in the Energia Rocket and Space Corporation, SUM scientists developed and implemented a manager's career cycle management model. It made it possible to create a universal mechanism for organizing a manager's career based on the effective development and implementation of the stages of the career cycle, which interacts with the career management cycle (Fig. 11.3.2).

The sequence and interaction of the elements of this model reflect the procedure for the transformations taking place with a manager or a specific employee, the stages and content of the tasks he solves, the forms of his self-organization and professional management her.

The procedure under consideration cyclically and consistently links the organization of a manager's career cycle with meaningful participation in this general process of the personnel management service. These tasks are set and solved within the framework of a complex model of the career management cycle closely interacting with the career cycle of the employee.

Its construction and use is based on the subjective replication and periodic repetition of the existing set of operations and actions purposefully applied at the appropriate stages of the manager's career cycle.

Rice. 11.3.2. Manager's career cycle management model

Actively implemented modern companies the programs of adaptation and application of the simulation of the career advancement of an employee have proven themselves as a procedural basis for the organizational and methodological support of the real organization of the career cycle of a manager. They are also successfully applied to the construction of career cycles for specialists integrated into the personnel management system of a corporation, which combines the entire set of personnel functions of departments. This makes it possible to use cyclic modeling as a universal basis for forecasting, planning and building a career for the vast majority of employees in an organization.

The formation, implementation and development of the career cycle is based on the objective and meaningful structuring of its composition and configuration. Structurization is expressed in the application by the personnel management service of a three-stage system of selection, training, approbation, promotion and placement of an employee according to the scheme: “resource - reserve - composition”, implemented within the labor period of the employee's life cycle. Jump to each new position in this system, it provides for the promotion, assessment, professional retraining and advanced training of a manager, based on the results of which a program for his career advancement is developed and implemented. Such a system objectively becomes the basis for building and orienting the career management cycle of an employee.

The validity of the formulation of the problem of complex and effective management by human resourses no one doubts anymore. However, employee career as one of the main components and indicators of the functioning and development of human resources is not always considered as an independent object of influence. Moreover, a number of scientists and practitioners believe that the career itself, its sequence and dynamics only reflect the result of human resource management and are not a direct object of management. We will further try to substantiate the need to manage an employee's career as a strategically important and tactically productive task of modern management.

Today, it is no longer necessary to prove that investing in an employee, raising his qualification level, developing business skills are becoming one of the decisive factors in increasing the efficiency of the organization as a whole. In a number of modern corporations, where the intellectual component of the business is decisive, such investments have long been " the lion's share» investment. This proves the need for setting and solving a set of tasks for managing an employee's career, forming an independent direction in personnel management.

The content of this work is being formed empirically today; a number of already established and proven effectiveness of successful problem solving can be distinguished. These include: forecasting, planning and building a career, increasing returns and ensuring the promotion of an employee. The solution of individual tasks has already been considered above, here we will focus on improving the efficiency of using the qualification potential of an employee as a whole as the main source of his career growth and improving the performance of the organization.

The main resources for increasing the efficiency of using the professional potential of an employee are:

individual professional diagnostics;

permanent self-education;

career and job orientation;

socio-psychological preparation;

subject-problem adaptation should be manifested;

systematic professional development;

internships in promising positions.

All of the above should be based on continuous, active and meaningful interaction between the employer and the employee. Purposeful, professional and administrative participation in this process is most often carried out by the immediate supervisor. On the part of the employee, it must be supported by initiative, self-organization and consistent improvement, reflecting the level of professional literacy; career ambitions and activity in achieving goals should be manifested. Such interaction should be integrated into the corporate personnel management processes, which ensures the continuity of the selection, training and promotion of the most promising employees.

Actually, career advancement and obtaining authority is one of the main incentives, and securing and using the status of a new position is the motive for self-improvement of the employee, on the interaction of which the effectiveness of the organization is based. Career growth and career advancement are indicators of success for many, but by no means all employees. The frequency of this or that promotion is predetermined by the need to change the type, nature and content of the employee's activity, due to his getting used to the position. A feature of the manifestation of such an individual psychophysiological characteristic of the employee's attitude to his duties is a steady decrease in the efficiency of his work after a certain period of work in the position.

The need to overcome this negative effect is emphasized by the widely known and used principle of "periodic turnover". So, in the practice of Japanese management, on its basis, 3-5-year rotation cycles, ensuring timely updating of the content of the employee's professional activity. A feature of this rotation is the use of the principle of turnover during the periodic transition of the manager from the position of the head of the production service to the position of the head of the management unit. This approach is also effectively used when conducting a consistent introductory internship for the future leader in the position of each of his intended deputies. Productively solving a number of parallel tasks, these procedures are based on the diverse use of the principle of periodic replacement of the type, form and content of professional activity, significantly increasing its final results.

The efficiency of an employee's work reflects the overall result of the performance of the work, functions, tasks assigned to him, and its impact on the final efficiency of the organization. After a certain period of growth and reaching the maximum efficiency of the worker in each specific position, gradually. This explains the expediency of promoting an employee to parallel, lower or higher positions after the period of effective functioning.

The duration of the period of work in a certain position is determined by the composition and content of the duties performed by the employee. The increase in this period is affected by the complexity and duration of development professional duties, the time of improvement of the worker in their performance. At the same time, such factors as diversity, isolation, uniqueness, innovativeness of the duties performed by the employee, their place and role in the overall process of the organization's work also influence the increase in this period.

At the same time, an unreasonable increase in the duration of an employee's career cycle objectively leads to the conservation of the achieved professional level, technological stagnation, production stagnation, and psychological passivity. Moreover, the negative impact of these trends outweighs the value of accumulated job experience the more the longer the employee or managers delay the transition to a new career cycle.

Periodic change of positions of the employee is necessary throughout the life cycle. The optimal number of positions consistently occupied by an employee throughout the life cycle depends on a number of industry, production, and organizational factors and ranges from four to seven on average. The career growth of managers, as a rule, includes a larger number of positions, due to the need to master the objects they manage.

At the same time, a periodic change in the type of activity, position, status, authority, responsibility of an employee as a goal and means of increasing the efficiency of its functioning and development becomes one of the defining incentives for self-improvement. This effect is typical for self-initiated career processes and is one of the standard forms self-organization on the principle of "cycle within a cycle". It allows you to accumulate, adapt and apply the bank standard solutions according to universal procedures mastered and used by a specific employee in a new, higher position.

The main effect of this method of organizing the life cycle of an employee is projecting the beginning of a new career cycle to the point of maximum achievements of the previous period, which corresponds to the maximum efficiency of work in the position. This provides for overcoming the already emerging trends of stagnation and determines the beginning of the development of a new career cycle, which ensures the mobilization of the hidden potential of the employee. The essence of self-organization is manifested here in a dynamic orientation towards career growth and the maximum mobilization of the employee's potential to achieve ambitious professional goals. The general sequence of career cycles of an employee is graphically presented in fig. 11.4.1.

In 1999-2002 SUM scientists collected and analyzed the results of evaluating the performance of managers of such domestic companies as RSC Energia, Gazprom, Mashpribor, Khimmash, which directly confirmed the above dependence

Perhaps, estimated as a 2-4-fold lag in labor productivity at domestic enterprises compared to leading Western companies, this is partly due to the artificial restraint of the official and professional renewal of staff responsibilities. The orientation of personnel services to the longest possible work experience when selecting a candidate, especially from their own organization, is far from justified for everyone, especially managerial positions. Often it leads to the effects of "addiction", "working out", "skimping on duties", causing the stagnation of the employee's professional activity.

A change in priorities, personnel renewal, the application of new approaches, views, and assessments are absolutely necessary in market conditions and, above all, in managerial positions. Here, mobility, flexibility, updating management become an absolutely necessary resource for adapting the organization to the ever-changing market conditions. This is facilitated by the introduction of competitiveness and competitiveness in the selection and appointment of a particular leader.

The career management program for an employee of the enterprise is aimed at an effective and comprehensive solution of all these problems. Combining individual and corporate approaches, it allows you to purposefully and carefully build a career prospect for staff in close relationship with problem solving personnel renewal organization management.

Rice. 11.4.1. Career cycles in the life cycle of an employee

The classical approach to assessing the effectiveness of economic processes and systems involves the ratio of their results to the costs associated with their receipt. Efficiency can be improved in two ways: by increasing results or by reducing costs. Solving the problem of increasing the efficiency of an employee's career involves fairly simple and understandable actions: they can be expressed both in achieving a higher position and career advancement, and in reducing time, labor and other related costs.

In modern domestic organizations, more and more attention is being paid to the promotion of employees, their training and career growth. In the Sukhoi Design Bureau, for example, where the average age of designers and engineers is 47 years old, dust particles are literally blown away from the young and capable. All young specialists at the enterprise were conditionally divided into three categories: future designers, future managers and those who have not yet shown themselves in any way. Mentors and curators are attached to the "designers" and "managers", one of them is the general director Mikhail Pogosyan himself. In addition, future managers are sent to management courses, and lecturers from MAI lecturers on topics of interest to the company are organized for designers. The result, as they say, is obvious: the company's process engineer Elena Polshina (28 years old) in a couple of months should head the technological bureau of the unit assembly shop, and Alexander Shkolyar (30 years old) has already become the deputy director of the program, in other words, the deputy chief designer. Another example is RAO Norilsk Nickel, whose old professionals have plowed beyond the Arctic Circle for many years and dream of moving to regions with a milder climate as soon as possible. Deputy CEO Viktor Tomenko (29 years old) and Deputy Head of the Planning and Economic Department of the Norilsk Mining Company Mikhail Kovrizhnikov (26 years old) are recent graduates of the Norilsk Industrial Institute. One of the enterprises of the association "Kola Mining and Metallurgical Company" selects the most capable students of secondary schools on the Kola Peninsula and pays for their education at the St. Petersburg Institute of Steel and Alloys and technical universities in Murmansk. All five years they receive a corporate scholarship (from 4 to 10 minimum wages), they do internships at the company's plants, and they come to work there after graduation. If the scholarship holder already during the practice gives an idea that is useful for the company, some technical innovation, for example, then, most likely, the first entry in his work book there will be not just an "engineer" or "specialist", but a "head of department". The same V. Tomenko, immediately after the fifth year, was appointed head of the tax department of the Norilsk Combine.

AT real life the person himself and the organization that hired him most often evaluate not the absolute effectiveness of an emerging career, but relative, compared with a hypothetically possible one. At the same time, it is not so much the capabilities of a particular employee and the urgent requirements of the organization that are considered, but rather an unlikely, ideal model of career growth, sometimes simply impossible in this situation. Nevertheless, such a technique can be successfully applied, solving in parallel the tasks of motivating and stimulating the career growth of a particular employee.

Both of these approaches are most often applied to the entire labor period of the life cycle of a particular employee, allowing only "post factum" to state the results achieved. From the standpoint of professional management, it is much more important to analyze and apply assessments of the effectiveness of each employee's career cycle, career management cycle and their interaction, respectively. This allows you to move from a statement of results to a real impact on the process, providing the possibility of its consistent improvement and development. The mathematical description of the cycle and the processes occurring in it are well known and described in the literature, which allows the use of formalized tools for analyzing and evaluating the effectiveness of the employee's career cycle and managing it.

The model of career growth of an individual, its main elements and trajectories of career advancement of an employee within the organizational structure of management are considered. The life cycle of an employee as an object of management is singled out, substantiated and presented. The specific detailing of the composition and content of the life cycle of an employee is given, the possibilities for rationalizing and improving work with personnel on this basis are revealed, and a model for organizing the life cycle of an employee is presented. The composition and content of the employee's career, which make up his career cycle, are disclosed as case study the model of manager's career cycle management is presented. Career management, conditions, factors and assessments of possible sequences of career cycles are described, the content, design and optimization of the presented options for constructing sequences of career cycles in the life cycle of an employee are disclosed.

1. An employee's career is one of the most important objects of systematic research, design and impact of the organization's management.

2. The constructive basis for the effective design and construction of an employee's career objectively becomes the labor period of his life cycle.

3. Maximum efficiency labor and the effectiveness of an employee's career is ensured by a system of professional growth and promotion throughout the entire labor period of his life cycle.

4. The effectiveness of employee career management is achieved by the implementation of a promising and integrated approach to the assessment.

5. The effectiveness of employee career management is achieved by implementing an integrated approach to assessing and using his professional potential.

b. Evaluation of the effectiveness of building an employee's career combines a set of indicators that reflect both the effectiveness and quality of work, and his attitude to work, which change significantly throughout the life cycle.

1. How is the essence of a career defined?

2. What is an employee's career?

3. What determines the content of an employee's career?

4. What is the place and role of a career in shaping the organizational behavior of an employee?

5. What determines the allocation of the life cycle of an employee as an object of management?

7. How are self-organization of an employee and his career growth related?

8. What determines the length of an employee's career cycle?

9. What stages stand out in the career cycle of an employee?

10. What is the reason for the change of career cycles?

11. What tasks are set and solved in the career management cycle?

12. How do the career cycle and career management cycle interact?

13. What determines the need to manage an employee's career?

14. What is the result of career management?

15. How is the effectiveness of career management assessed?

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2. Diesel P. M. and others. human behavior in an organization. - M., 1993.

3. Lukyashko A. V., Raychenko A. V. The life cycle of an employee as an object of management // Man and Labor, 1996. - No. 10.

4. Peter L. J. Peter principle. - M., 1990.

5. Spivak V. A. Organizational behavior and personnel management. - St. Petersburg, 2000.

6. Utkin E. A. Fundamentals of motivational management. - M., 2000.

7. Iacocca Lee. Manager career. - M., 1999.

VITAL WORKER (EMPLOYEE) CYCLE- a theory about the behavior of an employee, according to which it changes depending on the "maturity of the employee", that is, on the level of his education, ability to take responsibility, desire to achieve any goals, quality of training, etc.

Distinguish LIFE CYCLE OF WORKER:

1. As a sequence of the main stages of the employee's labor activity: beginner, specialist, professional, consultant

2. As a system for developing a “ladder” for career and professional growth, creating a procedure for assessing the professionalism of employees, their readiness to “move” up the career ladder, as well as planning an increase (or decrease) in their wages.

3. As a sequence of certain stages-actions in relation to an employee: selection and selection, assessment, training and development, organization of his work, management of his culture, management of communications in which he is involved, motivation, dismissal.

EMPLOYEE LIFE CYCLE management is a method of managing the development of an employee, which allows, as a result of a systemic impact on him, to change the level of his “professional maturity. The technique is used to build a career path. The uniqueness of the technique lies in the possibility of its application, both from the side of the organization (and in this case we are talking about the life cycle management system), and for the personal construction of a career path by an employee. At the same time, it can be used both for building an intra-organizational and (or) professional career, as well as a tool for vertical or horizontal movement.

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. These stages a particular employee can go through sequentially in different organizations;

Intra-organizational career - covers the successive change of stages of development of an employee within the same organization; is implemented in three main directions: Vertical - it is with this direction that the very concept of career is often associated, i. in this case, the progress is most noticeable. The vertical direction is understood as an ascent to a higher level of the structural hierarchy; horizontal - refers to either moving to another functional area of ​​activity, or performing a certain service role at a level that does not have a rigid formal fixation in organizational structure(for example, acting as the leader of a temporary task force, program, etc.). A horizontal career can also include the expansion or complication of tasks at the previous level (as a rule, with an adequate change in remuneration).