How to determine at what stage of the life cycle a company is? How to build an effective HR strategy depending on the phase of the organization's development?

From the article you will learn:

In 1950, the American sociologist and economist Kenneth Boulding proposed to introduce the term "life cycle of an organization" into management theory. He developed a theory according to which each company goes through 5 stages in the course of development: formation, growth, stabilization, recession and rebirth. The researcher suggested that each phase has its own characteristics and risks. The optimal management option is chosen based on the stage of the company's development.

Organizational Life Cycle Theory

According to Boulding's theory, an organization goes through certain stages during its existence. Like a person, a company is born, goes through periods of childhood, adolescence and maturity, gets old and dies. The difference is that some organizations are still reborn at the final stage.

This approach to evolution is due to three reasons:

  • Growth and growth are considered a sign of a successful company. .
  • As the organization develops, it requires the introduction of new information processes and the adoption of administrative decisions.
  • An organization changes its approach to management depending on whether it introduces or strengthens innovation.

The change in lifecycle stage for an organization is not so obvious. It occurs at the time of conflict between the conditions of the external environment and internal processes. This conflict leads to business inefficiency. At this moment, the company changes its approach to management and takes the path of survival. It is better to know in advance about the need to move from one phase to another. Instead of being immersed in stressful conditions, the firm plans to move from one phase to another and increases its effectiveness.

Organizational Life Cycle Models

Modern management theory offers more than 5 different life cycle models. On the basis of Boulding's theory, modified and extended models appeared, which found application in practice.

Larry Greiner's model

The researcher identifies five stages in the evolution of a company. Periods are characterized by different management styles. Evolutionary phases are replaced by revolutionary ones, when one dominant problem appears in management. After its decision, the growth of the company continues. According to Grainer, the growth of a company occurs through: creativity, directive leadership, coordination and collaboration.

Model Itzhak Adizes

The model differs from the previous one in that it is based on the idea of ​​cyclicality. The dynamics of development is similar to the functioning of a biological or social system. Adizes identifies 10 stages, expanding on Boulding's theory. The model is used in practice to predict and mitigate risks. She describes in detail organizational processes and identifies a number of patterns in them. It helps in solving real-life problems specific to the current phase of an organization's life cycle.

Case from practice:

Answers Arina BONDARENKO,
HR Director of the "Desan" company

When the crisis hit, the IT company did not succumb to it for a long time. But over time, its negative impact became tangible, and the CEO tried to make the organization more flexible. He wanted managers and employees to react quickly to market changes, to quickly implement projects. But I immediately realized that it was not easy to do. The HR director proposed to conduct organizational therapy according to ADIZES.

Model E. Emelyanova and S. Povarnitsina
The life cycle is considered from a sociocultural point of view, distinguishing four stages. Each is characterized by its own system of relations between the company, employees and the external environment. The organization goes through the stages of "get-together", mechanization, internal entrepreneurship and quality management.

Organizational lifecycle stages

The classical concept of the life cycle of an organization identifies five stages in its development. These stages are sequential and trace the entire path of the organization from to rebirth. Each phase requires its own management tools and a specific organizational structure.

Formation

The main goal of the company is to apply to the market. At this stage, business processes are formed, employees are hired and the first clients appear. This is a struggle for survival, in which the effectiveness of management is given the last place. Management is characterized by an unclear organizational structure. Marketing is focused on the product and aligning the client's needs with the company's objectives.

Height

At this stage, the product is already in demand and the time comes to improve management efficiency. The company creates the foundation for the future. Management is characteristic, and management is built around people. Marketing is about sales and increasing market share. The company reacts to changes in the environment, but is not yet capable of forecasting.

Read also:


  • How will it help: learn how to select employees during the formation of the company.

Stabilization

At this time, the company reaches its peak and strives to consolidate its position in the market. The greatest attention is paid to improving stability and. Management is shifting to a democratic management style. The organizational structure is built according to the process-oriented principle. Marketing is aimed at increasing profits and meeting internal and external needs.

Recession

The organization is curtailing its activities due to unprofitability. It loses its competitiveness, sales and profits are steadily declining. The sale of assets takes place, possible losses are eliminated. Decisions are becoming conservative. The organization is moving towards austerity and risk minimization. During this period, the company either leaves the industry or goes to revival.

Revival

The company is fighting for its existence and diversifying its business. During this period of the life cycle, the development of the organization depends on innovation and new acquisitions. The manual is being updated. To modernize business processes, project teams are created, focused on developing new products and increasing competitiveness.

Practice question

What does the HR department need to do when reorganizing a company?

Answers Ivan SHKLOVETS,
Deputy Head of the Federal Service for Labor and Employment

Reorganization is governed by the norms of the Civil Code of the Russian Federation and can take place in the formsh. 5 art. 75 of the Labor Code of the Russian Federation). How to issue personnel documents in case of reorganization? Do I need to draw up a new staffing table?

Features of personnel management depending on the phase of the organization's life cycle

At each stage of the life cycle, the organization implements a specific development strategy. The goal of the company is to achieve a period of prosperity and consolidate its position in the market for the longest possible period. Pay special attention. Depending on the phase of the cycle and forecasts for the future, a personnel management strategy is determined.

Table 1.

Features of personnel management at different stages of the organization's life cycle.

A systematic approach to managing the life cycle of an organization allows you to predict possible risks in a timely manner and solve emerging problems with minimal losses. The staff goes all the way with the company. HR's job is to track changes and prepare employees for them. The alignment of HR decisions with the development stage of the company reduces stress during the transition from one stage to the next.

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

I am addressing this article to Owners, Managers and Leaders of projects for the development of people in their business so that Managers can easily and relatively quickly identify the shortage and excess of people in the organization, and somewhere to foresee the curve of the "evolution" of their employees.

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

What is wrong here?

Here's what. A lot of weakly motivating activities for a specific person are fruitful, where development plans often live in one dimension, and an employee in another. As a result, the development of people in Companies becomes either too complicated a matter, or this work is absent altogether, due to a waste of time and money.

In the same cases when the Client has a conscious need to develop people, together with him we build working schemes using the employee's life cycle.

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 employee's key skill 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 through the efforts and aspirations of its creator - a 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, having analyzed the situation over a number of years, one can understand at what stage of life any Business is and what will follow.

The Companies themselves are made up of people and people also go through periods of growing up and over time, the most outstanding ones, become veterans of "competitive wars", while others leave the 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 the clarity 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 the employee must meet. These two parameters are quite enough for managing employee development.

Systematizing the Life Cycle

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

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

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

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

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

The question may arise: what is the optimal number of competencies? My answer is that 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, in the fourth step, you should determine the time spent by the employee at each stage, this is the “time of his life”. It should be noted here that the "living of 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 life cycle by stages can lengthen, there is time to qualitatively "pump" the employee (Fig. 4). Finally, the fifth step is to link the life cycle to the employee's current activities. After the life cycle is filled with competencies and the "life time" 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 entered into the employee's monthly plan (Figure 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 Leader plus Internal Customer when cross-functional issues begin to emerge in the company.

Should the appraisal be linked to wages? the answer is yes. By linking knowledge and skills with the employee's salary, the Company gives the employee feedback whether she is satisfied with his growth or if he leaves much to be desired. We can say that it is easier to get through to the mind through the ruble, and in some cases wake it up.

A little explanation on the Internal Client. I hope you understand that the activities of any Company are woven from many processes. Both 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, by monthly assessing the employee's contribution to the common cause along with the growth of his knowledge and skills, the Company is able 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 treat assessments, as well as human development, formally. Can this error be avoided? Yes, if the competency score is based on actual results. It is easy to catch a mistake if you trace the employee's performance over two to three months. In such cases, no dependence is visible between the growth of performance and the growth of competencies, in other words, the results are refuted by the positive growth of the employee.

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

How it works?

I have a Client - a medium-sized manufacturing company engaged in the power industry. Owner, well advanced person in personnel development. He looks at employees as people, not as a resource.

The preconditions for the project were the diversity and fragmentation of the goals of the employees. The Company had budgets and KPIs, development projects were allocated, staff did not experience a lack of training. But there was one caveat - all of the above goals did not have a "assemblage point", it turned out that financial indicators lived their own lives, development projects their own, and employees developed according to their own programs, which the majority 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. Within the framework of the project, it was supposed to work out key indicators - KPIs, current tasks and assessments of the skills and knowledge of the employee. It was supposed not only to work out 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. We reviewed development projects and identified tasks. And when they realized what skills and knowledge an employee should have, they began to notice that competencies are “fickle” and that they grow 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 link the “milestones of the long journey” with the competencies that every employee should have. How we did it, and what the results are, read and see below.

Format matters

By itself, the construction of a goal-setting system is quite a "technological" and consistent process. But to expect that, given the will of the Management, everyone will accept the project with a bang, it means to overestimate the expectations of the early completion of the project. And in a hurry, as you know, you will not end up with smiles. In such cases, you need a format that maximizes the involvement of people in the work. I have been using the “Internal Market” format in my practice for a long time. 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, all in order.

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

Secondly, we formed a working group - Executors of the order, from the key employees of the Company, which included all the main Heads of divisions. In total, there were eight people in the group.

Thirdly, they established the rules of work: the first rule - work by time (the time limit for the execution of the order was limited. In total, they took no more than three hours to work); the second rule - the “product” created by the group had to be “sold”, not sold; the third rule, the Customer had the right to send the product proposed by the group for revision until he was satisfied with it.

And the work went on. The first result appeared an hour later - the number of "life stages" - the levels of maturity of the employee was determined. There were 6 of them (fig. 6).

Please note that in the names of the stages - the levels do not have 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 it in the second hour, the result is as follows: at the first level of competencies - 3, at the second - 3, at the third - 7, at the fourth - 6. at the fifth and sixth to the 1st (Fig. 7).

The group then proceeded to create a scale that should be used by any Leader to rate their employees by maturity levels. Such a ruler is necessary to get away from the subjectivity of the Manager, who can give marks at will, which, as you understand, gives rise to sympathies and antipathies, 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 the score of 3 corresponded to the manager's expectations, and the scores of 2 or 1 were given for a clear discrepancy to competencies. The same, but with a plus sign refers to grades 4 and 5, which are given for the employee's demonstration of the growth of knowledge and skills, and any deviation from the standard must be commented on, and not just got off with the assessment. For illustration, Figure 8 shows the grading scale for the first maturity level.

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, which is important, approved by the Customer - Owner. Questions - what is it and what to do about it? there was no one. The next step was to link the current activity with the employee's assessments.

We were counted!

Above, I have already noted that understanding and contemplating the life cycles of workers is little that gives us if we do not associate a person's competence with his result. Our goal here is to focus the person on the key skills and knowledge that will help them increase their effectiveness in performing their current tasks. In other words, an assessment without a result is just a waste of time and effort. At the same time, if productivity grows, there is a reason to rate the employee as "good" or "excellent", and this "good" is a 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 easily connected with the employee's functionality, all that remained was to gain experience in assessing employees and sort out complex and non-standard situations.

Was there a connection between estimates and wages? yes such a connection has been established. A score of 3 allows the 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 being improved. This also happened with the levels of maturity - the product of the work of the key employees of the Company. All his improvements were based on the elimination of emerging problems during the assessment of employee development.

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” have accumulated, and the Client asked for support. As a result, there was an agreement to hold several two-hour meetings with the Heads of departments, the purpose of which was to analyze difficult cases and non-standard situations.

The first problem is how to properly assess the employee?

To resolve the issues that arose, we used the brainstorming format, in which all the problems associated with the assessment of competencies were voiced without exception, and the list of problems was arranged according to priorities. Here I sing the ode of group wisdom - as a result of my work, a simple, but understandable to everyone, "technology" of employee assessment has emerged (Fig. 9).

By the Head of the Legal Department

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

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

Above I mentioned a management problem - formal assessments, they arise when the Manager actually unsubscribes, giving the employee a "normal" grade. My client was no exception, Managers, in fact, began to set everyone the "norm" - 3 and forget about the growth and development of their subordinates.

Straws were substituted in two places: firstly, we introduced KPI - Personnel Management, through which the performance of subordinates is monitored; secondly, they vetoed the ratings without comment. Now "inattention" to the results and development of employees affects the results and income of the Manager.

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

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

results

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

1. The productivity of employees is growing, on average by 5% every month.

2. In the first three months, payroll savings by 10% monthly. This is due to the introduction of the principle - pay 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 it in annual terms).

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

Many may assume that Human Resources Managers should be the Leaders of Human Development Projects, but I tend to expand the horizon and include direct Heads of Departments in the development of employees, because each of them should rather be a Mentor or Trainer, and then have all the other qualities of a Manager.

Exactly actualization, because all businesses, without exception, have goals, another question is that the systemic basis in business goal-setting leaves much to be desired.

The life cycle of an employee as an object of management. An employee's career management cycle. Therefore, the possibility of development in their own company is highly appreciated by employees and has a great influence on their decision to work in a particular organization, and investment in professional development contributes to the creation of a favorable climate, increases the motivation of employees and their dedication to the organization. Purpose of work: to consider the personal development of an employee in the organization.


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PAGE 17

Introduction …………………………………………………………………………… ..3

1. Career. Career types ……………………………………………………… ..4

2. The life cycle of an employee as an object of management ………………………… ... 7

3. The cycle of an employee's career management ………………………………………… .13

Conclusion ………………………………………………………………………… .16

List of used literature …………………………………………… ... 17

Introduction

Personal development has a positive impact on the employees themselves. By raising their qualifications and acquiring new skills and knowledge, they become more competitive in the labor market and receive additional opportunities for professional growth both within their enterprise and outside it.

Obtaining new knowledge in the process of professional training contributes to the general intellectual development of a person, expands his erudition and social circle, and strengthens self-confidence. Therefore, the opportunity to develop in their own company is highly appreciated by employees and has a great influence on their decision to work in a particular organization, and investment in professional development contributes to the creation of a favorable climate, increases the motivation of employees and their loyalty to the organization.

Benefits from in-house professional development of personnel and society as a whole, obtaining a more qualified workforce and higher labor productivity at no additional cost.

Entering the market is associated not only and not so much with the change and adaptation to the conditions of market relations of the economic mechanism, but with the preparedness of personnel.

Purpose of work: to consider the personal development of an employee in the organization.

Work tasks:

1. Explain the concept of a career, and what types of career are;

2. Investigate the life cycle of an employee as an object of management;

3. Consider an employee's career management cycle.

The scientific works of the following authors were used in the work: Glumakov V.N., Zaitsev L.G., Klyakhin V.N., Krasovsky Yu.D., Litvinyuk D.D., Spivak V.A., Papanov N.V. and etc.

1. Career. Career types

Career represents a hierarchical reflection of the path of job promotion of an employee throughout the entire working period or its segment. Career is determined by the time sequence and duration of the positions held by the employee.

There are several types of careers:

An intra-organizational career means that a specific employee in the process of his professional activity goes through all stages of development: training, employment, professional growth, support and development of individual professional abilities, retirement. A specific employee goes through these stages sequentially within the walls of one organization. This career can be specialized or non-specialized.

An interorganizational career means that a specific employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, support and development of individual professional abilities, retirement. A specific employee goes through these stages sequentially in different organizations. This career can be specialized or non-specialized.

A specialized career is characterized by the fact that a particular employee in the process of his professional activity goes through various stages of development: training, employment, professional growth, support of individual professional abilities, retirement. A specific employee can go through these stages sequentially both in one and in different organizations, but within the framework of the profession and field of activity in which he specializes. For example, the head of the sales department of one organization became the head of the sales department of another organization. Such a transition is associated either with an increase in the size of remuneration for work, or with a change in content, or the prospects for promotion. Another example, the head of the personnel department was appointed to the position of deputy. the HR director of the organization where he works.

Non-specialized career - This type of career is widely developed in Japan. The Japanese firmly adhere to the opinion that a leader should be a specialist capable of working in any part of the company, and not for any particular function. Climbing the corporate ladder, a person should be able to look at the company from different angles without staying in one position for more than 3 years. It is considered normal for the sales manager to change places with the purchasing manager. Many Japanese executives worked for trade unions early in their careers. As a result of this policy, the Japanese leader has a much smaller amount of specialized knowledge (which in any case will lose its value in 5 years) and at the same time has a holistic view of the organization, supported by the same personal experience. An employee can go through the stages of this career both in one and in different organizations.

A vertical career is a type of career with which the very concept of a business career is most often associated, since in this case progress is most visible. A vertical career is understood as an ascent to a higher level of the structural hierarchy (promotion, which is accompanied by a higher level of remuneration).

A horizontal career is a type of career that involves either moving to another functional area of ​​activity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, performing the role of the head of a temporary target group, 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). The concept of a horizontal career does not mean an indispensable and constant movement up the organizational hierarchy.

A hidden career is the type of career that is least obvious to others. This type of career is available to a limited number of employees, as a rule, with extensive business connections outside the organization. A centripetal career is understood as a movement towards the core, the leadership of the organization. For example, inviting an employee to meetings inaccessible to other employees, meetings of both formal and informal nature, an employee gaining access to informal sources of information, confidential appeals, certain important instructions from management. Such an employee can hold an ordinary position in one of the divisions of the organization. However, the level of remuneration for his work significantly exceeds the remuneration for work in the position held.

A stepped career is a type of career that combines elements of horizontal and vertical types of careers. The advancement of an employee can be carried out by alternating vertical growth and horizontal growth. This type of career is quite common and can take both intra-organizational and inter-organizational forms.

The main task of planning and implementing a career is to ensure the interaction of all types of careers. This interaction involves the implementation of a number of specific tasks, namely:

Link the goals of the organization and the individual employee;

Plan the career of a specific employee, taking into account his specific needs and situations;

Ensure openness of the career management process;

Eliminate "career dead ends" in which there are practically no opportunities for employee development;

Improve the quality of the career planning process;

Formulate visual and perceived criteria for career development used in specific career decisions;

Study the career potential of employees;

Use reasonable assessments of the career potential of employees in order to reduce unrealistic expectations;

Determine career paths that will help meet the quantitative and qualitative need for staff at the right time and in the right place.

Practice shows that often employees do not know their prospects in a given team. This indicates a poor organization of work with personnel, a lack of planning and control of a career in the organization.

Planning and control of a business career consists in the fact that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize the systematic horizontal and vertical advancement of the employee through the system of positions or jobs.

Thus, the employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

2. The life cycle of an employee as an object of management

An employee's career can take on a wide variety of configurations, depending on regional, industry, 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 makes it necessary to study the life cycle as an object of management.

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

Employee life cyclerepresents a sequence of the 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, rationalizing and improving on this basis work with the organization's personnel allow us to predict and plan a career perspective for a long period of time. The potential of developing interrelationships of stages, periods of an employee's life cycle determines the main resources of management.

It is necessary to develop a clear understanding of the composition, content and interaction of the main elements of each of the periods of the employee's life cycle.

An object-based approach to the development and presentation of the employee's life cycle provides the most effective solution to the problems of managing his career development in the 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 creative labor 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 motivates employers to maintain the employee's life cycle, determines the need to participate in the formation of the qualities, skills, knowledge, and culture of the employee.

Traditional views on career growth and the organization of labor relations in general transfer the bulk of powers to the employer, who centralizes all the power, leaving at first glance no room for the employee himself. Meanwhile, the analysis of successful careers convincingly shows the advantages of delegating to the employee an increasing number and, which is especially important, more meaningful content of the set and solved career problems.

This is completely natural, since it reflects the objective tendencies of the proactive development of the process of specialization and cooperation of professional, qualified and responsible labor. The most complete and effective use of labor resources is possible on the basis of comprehensive development and implementation of the internal potential of a career-oriented employee during the working 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 form the basis of a universal concept for building a career. It should be based on the definition and representation of the place and role of the participation of a variety of actors in the planning and organization of vocational guidance and activities of the individual throughout the entire life cycle.

Independently and proactively developing on the basis of constant self-improvement, the employee, in interaction with other entities, 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 the management of the employee's life cycle is of particular importance, since its results determine the level of mobilization. The already established work motivation, the results of professional diagnostics, orientation and training, the formed and consolidated business and personal qualities of the employee are used.

Analysis of the content of the stages of the employee's life cycle directly indicates that in modern society, almost all state, business and public organizations are interested in participating in the formation and maintenance of the employee's life cycle.

Only corporate participation of employers is able to ensure its formation and implementation as the main source, determining factor and implementing the forms of socio-economic development of society. This is confirmed by the global trends of the ever-expanding participation of a wide variety of organizations, employers in the formation and development of the potential of the employee's life cycle. Such participation focuses not only on the work, but also on the pre- and post-work periods of the employee's life cycle.

In practice, such participation is manifested in the upbringing of the individual, creating conditions for professional diagnostics and orientation, developing creative interests, interacting with vocational training centers, supporting 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 employee's resource 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 social partnership model by developed business structures that share the responsibility for harmonizing public relations.

  • national culture and moral education;
    • social initiative and work motivation;
    • professional diagnostics, orientation and training;
    • social security and charity;
    • public recognition and development of cooperation.

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

The effective solution of many production problems is determined by the positioning of the post-labor period of the employee's life cycle, not only in the form of a directly predictable and estimated retirement perspective for each employee, but also as a resource for education and mentoring. The traditional positioning of these processes is tied to informal family communication, but the most effective results are provided by professionally organized programs.

Unfortunately, the practice of mentoring, which ensured not so much the successful mastery of the profession as the consolidation and development of the work attitudes already formed in the employee, has largely been lost by domestic organizations. Effective use of the post-work period of the worker's life cycle can help restore lost forms of management.

Cyclicity, periodic recurrence of the emerging and formed sequences of 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 actions for career management... It justifies the identification of such important components of this process as the employee's career cycle and the career management cycle, which require separate research and consideration.

Building and researching a career involves establishing the basic concepts of the employee's life cycle, highlighting the constituent elements of a career, their relationship and interaction throughout the entire working period. These include, first of all, such elements as selection, preparation, placement, internship, actually work in a position, further advancement, carried out on the basis of the received education and accumulated experience. It is in these elements that the qualities, skills, knowledge, culture, and art of a professional discussed above are realized and developed, which, in turn, determine his career advancement.

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

Cyclicity becomes one of the defining characteristics of this multifaceted, specific and largely probabilistic process. Periodic repetition of such stably carried out sequences as selection - preparation - placement, work - assessment - advancement, resource - reserve - composition, etc. largely determines not only the construction of the career process itself, but also the implementation of the basic procedures for managing it.

Studies at domestic enterprises and organizations show that the career advancement of most workers from position to position reflects a repeating sequence of the main constituent elements and procedures. This indicates the need for cyclical planning of the main career procedures, necessitates the introduction of such a concept as an employee's career cycle., combining a periodically repeating sequence of stages of career advancement. The composition and content of the stages are given different names, but, in fact, constitute a clearly defined sequence that can be represented in the form of a career cycle.

Each of the selected procedures can take place in various forms, ensuring the effective achievement of the result in a particular case. For example, training can be carried out both in the course of obtaining general or special education, and directly at the workplace according to a program specially designed for specific conditions, and adaptation- in the form of an internship, performance of duties, probationary period, temporary substitution of a position.

Thus, the name of each element only in the most general form denotes its direction, orients towards the content and results. At the same time, an employee's career cycle is a fairly clear sequence that reveals the essence, content and continuity of the main activities throughout its entire course.

3. The cycle of an employee's career management

Career management of employees is, to a certain extent, a natural continuation and result of all activities of the personnel management service. This process begins already at the recruitment stage, during which the applicant must be provided with complete and reliable information about the possibilities and prospects of working in the company. A well-thought-out and organized program of training and advanced training of employees determines the implementation of plans for building a career: promotion, relocation, etc.

The organization of work on planning and implementing the career of employees includes:

  • familiarization of employees with the opportunities available in the company for promotion in the form of training programs and consultations on individual plans for professional development;
    • regular informing and consulting on training opportunities and vacancies in the company;
    • developing support and counseling programs to counter career crises;
    • movement of workers in three directions:

1) advancement up the steps of qualification or career development;

2) horizontal movement (rotation);

3) lowering.

Forecasting, planning, organization and support of the employee's career cycle is 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 determined, are sufficiently stable and are repeated many times, which ultimately determines the formation of an appropriate management cycle. It is based on periodically repeating sequences, dependencies, relationships and, most importantly, the professional content of actions reflecting the procedure for managing the career development of an employee within the framework of one position.

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

The sequence and interaction of the elements of this model reflect the procedure of transformations occurring 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 of it.

Thus, the leading factor in the development of personnel in the organization are fundamental changes in the content of labor caused by the use of new techniques, technologies and methods of production activity. The development and training of personnel are becoming necessary in these conditions.

Employee development refers to any type of activity that an organization undertakes to help employees achieve professional success by expanding their knowledge and skills in their profession and removing barriers to success.

The employee development concept focuses on self-development, which ideally takes place at three levels: individual, group and organizational. Employee development activities fall into three categories: career development, personal counseling, and knowledge and skills development (training).

Conclusion

The post-industrial society is characterized by a massive spread of creative, intellectual labor, a qualitatively increased volume of scientific knowledge and information used in production, the prevalence of services, science, education, culture over industry and agriculture in the structure of the economy, and a change in the social structure.

Personnel training, the main way of obtaining professional education, is a purposefully organized, systematic and systematic process of mastering knowledge, abilities, skills and communication methods under the guidance of experienced teachers, mentors, specialists, managers, etc.

There are three types of training: training, professional development and retraining of personnel. Domestic and foreign experience has developed three concepts for training qualified personnel: the concept of specialized training, the concept of multidisciplinary training and the concept of personality-oriented training.

The characteristics of the types of training include professional training of personnel, professional development (advanced training) and professional retraining (retraining).

Vocational training can be carried out both in the workplace and outside the workplace. Depending on the place of training and the pursued goals of training, adequate training methods are used.

Training of qualified personnel is effective if the costs associated with it are in the long term lower than the costs of the organization to increase labor productivity at the expense of other factors or costs associated with errors in the hiring of the labor force.

The training of qualified personnel also affects important factors of social performance.

List of used literature

  1. Glumakov V.N. Organizational behavior. Textbook. - M .: University textbook, 2012 .-- 352 p.
  2. Zaitsev L.G. Organizational behavior. Textbook. - M .: Magister, 2011 .-- 460 p.
  3. V. N. Klyakhin Organizational behavior. - M .: Strategy of the future, 2010 .-- 273 p.
  4. Krasovsky Yu.D. Organizational behavior. A textbook for university students studying in the direction of "Management" and the specialty "Sociology". - M .: Unity-Dana, 2012 .-- 487 p.
  5. Kudryavtsev E.M. Organization planning and enterprise management. - M .: ASV, 2011 .-- 416 p.
  6. A.A. Litvinyuk Organizational Behavior: A Textbook for Bachelors. - M .: Yurayt, 2012 .-- 505 p.
  7. Organizational behavior: Textbook / L.V. Kartashova, T.V. Nikonova, T.O. Solomanidin. - 2nd ed., Rev. and add. - M .: Infra-M, 2011 .-- 384 p.
  8. Organizational behavior (workshop: business games, tests, specific situations): Textbook. manual / S.D. Reznik, I.A. Igoshin, O. I. Gear wheel; Ed. S. D. Reznik. - 2nd ed., Rev. and add. - M .: Infra-M, 2012 .-- 320 p.
  9. Skobkin S.S. Enterprise development strategy. - M .: Magister, 2010 .-- 432 p.
  10. Spivak V.A. Organizational behavior and personnel management. - SPb .: Peter, 2010 .-- 341 p.
  11. Papanova N.E. Training of company personnel. A practical guide. - M .: Delo and Service, 2011 .-- 176 p.
  12. Organization management: Textbook / Ed. A.G. Porshnev et al. - 4th ed., Rev. and add. - M .: Infra-M, 2012 .-- 736 p.

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Party

The firm was founded on May 25, 1992. The company's management is the backbone of MAI graduates, graduates of various faculties. Former students who did not have the opportunity to get a job in their specialty in those years decided their own business. This is how the organization ZAO FK Finkom appeared.

In 1994, the idea to produce snack products was born. In the domestic market, this product was a dark horse. Everyone knew what a walnut was, because the grandmothers brought it from the south, in addition, everyone knew what hazelnuts and peanuts in the skin are, even almonds, and they did not know anything else about nuts. There was no culture of eating salted nuts in Russia at all. There was not even a GOST. There was only TU for oriental sweets, that is, for sweet nuts.

Simultaneously with us, several other nut companies came up with the idea of ​​producing salted nuts.

Higher technical education was also useful to Finkom's management, they developed a unique geyser technology for roasting nuts. Since 90 years for most companies this era of "hangout", then attracting professional technologists such as Shulga Lyudmila Fedorovna, Finkom received a unique technology that no one else in the world uses. This production technology does not require oil for roasting the nuts. At that time, no one knew how to sell these products professionally, so they traded like this: they looked where the goods went and sent a larger amount there. Management at that moment was built in this way: there was a leader - President Boris Gavrilovich Marko, all the others under his leadership, achieved the results that are now visible. It does not matter whether they made an independent decision, or they were allocated management resources for this, but in reality everything depended on the approval of one person - the leader.

In the 97th year, the management of the company realized that the time of the party had passed.

One of the challenges facing the company was the availability of professional specialists. To solve this problem, it was decided to invite a HR manager, it so happened that it was me. And this moment was marked for the company by the transition to the stage of “mechanization”.

Mechanization

From that moment on, the first job descriptions appeared in the company, a semblance of business modeling appeared. But the mechanical model also had the costs of such a motto for merchants: "It doesn't matter how you sell, it is important that you do it according to the rules." For accountants, the rule was: "Act in accordance with government instructions, and any excess of authority will be severely punished." The “mechanization” stage officially ended in 2002. We still have units that are located in the "hangout" zone, and in the "mechanics" zone, and in the "target control" zone. Although since 2002, the organization has officially moved into the area of ​​"management by objectives".

Management by goals

If the defining characteristic of the “mechanization” stage is the precise execution of instructions, then “management by goals” has its own characteristics and, in order to understand the difference between them, we built a tree of goals. To build a tree of goals, we had to describe business processes, functionality, build a horizontal system of links (HDL). Moreover, the vertical system of communications (VDL) has already been built by us in the era of “mechanization”. She (vertical) determined the rights and powers of the duties of the boss and the subordinate. In the era of “mechanization”, the person who made a decision exceeding his official authority was even severely punished.

Not all of our units are still in the era of goals; the final transition will take another two or three years. This is due to the fact that we have new divisions in which new leaders come. Accordingly, in the newly created unit, the same life cycle is launched, within which it goes through all the stages from "get-together" to "management by goals". Therefore, according to the stages of life of the divisions, the company is not homogeneous, but it cannot be so 100% homogeneous.

We have a lot of literature that describes the life cycle of a company. Below is a diagram of Povarnitsina and Emelyanov.

Department life cycle stages

Unfortunately, there is practically no literature that would describe the life cycle of a unit. Therefore, all the information that I have gleaned from somewhere is literally collected bit by bit. I don’t know such books in Russia.

One-man management

First of all, the boss appears, whose immediate subordinates are, in fact, his assistant secretaries. He gives them commands and demands accountability for the result, without delegating any other powers. Such a boss closes all serious questions on himself. This cannot last long, if only because the boss is simply tired of the fact that people do not make independent decisions. Therefore, the unit very soon moves on to the next stage - the “team” stage.

Command

This stage begins with the recognition that the boss is surrounded by a certain number of good specialists, to whom he is ready to delegate a number of powers and define functionality for them. In this case, the leader is responsible for issuing planned targets and checking its implementation.

Specialization

At this stage, such professionals crystallize from the team, whose work the manager cannot independently perform. For example, I know the general principles of recruiting, because I myself worked as a recruiter, recruiting employees for the Finkom company, but today I do not need to know all the intricacies of recruiting. It is enough that I know which positions are vacant in the company. I can call a recruiter and ask him what is being done in the search for a person for this position, he reports to me, I see how the work is being done, and at the end of the month I only require a report on the result. The same goes for the payroll department. I begin to worry about this aspect of the work of the personnel department only when I find out that some of the employees have claims for payment, and I solve those issues that the economist is not authorized to solve. Thus, all subordinates must be deeply professional, and the manager is required to know the control plan points for each of the issues and control the result as a whole.

Highlighting

First, a sector is allocated, when there are two or three specialists, then they are united by profession. For example, one recruiter recruits financiers, another recruits workers, and a third recruits salespeople - this is how the recruiting sector appears. Despite the fact that they are all responsible for different parts of the market, each of them is a professional in their field and they can share technologies, as well as innovations. Together. After the allocation of sectors, each sector begins to go through all the stages in accordance with the life cycle of the product division.

At every stage, the life cycle of a unit can be interrupted. For example, if a new chief comes to a department that has developed on the basis of specialization, who is not used to trusting his subordinates. He will try to manage the unit on a one-to-one basis and the unit life cycle will return to its starting point.

Stages of an employee's life in one position

Gathering information for this block was much easier. HRs are always responsible for this topic, and, as you know, people who do not think come to HR. Thinking people always try to creatively organize, analyze and generalize their work.

Stage of professional growth

We all went through this stage. We come to a new position with high hopes, but after six months, and this applies to everyone, disappointment comes, because not all of our dreams come true.

If after that you did not leave, then you begin to gradually get involved in the process, finding for yourself what points of interest in the work, and begin to grow professionally. That is, from an employee who is tuned in but unable (due to incompetence) to work, you become a tuned and capable employee, that is, you move from the area of ​​professional growth to the area of ​​professional implementation. This path, depending on his professionalism, takes from one to two years.

Stage of professional implementation

When a person is able and willing to work, public opinion becomes important to him. He wants to receive feedback in the form of an assessment of the results of his work, so that he is professionally recognized as a specialist. Gradually, he becomes a well-deserved and recognized specialist in his field and in his position. He wants more, but in this position the organization cannot give him more. Then the employee enters the burnout zone.

The stage of professional burnout

At this stage, a professional breakdown begins for the employee. Depending on the psychological characteristics, he begins to think that he is either underestimated, or that he is a bad worker. At this moment, a person is able to fulfill his job duties, but is not in a mood. This does not happen overnight, but gradually - disappointment is here, disappointment is there. At this stage, the employee, being able to work, is not in the mood to do so. As a result, he reaches the point that, by analogy with the metallurgical industry, the British experts call the "metal corrosion" point. We call it the employee's decision point.

Decision point

The employee decides whether he will continue to work in this position or not. If he, in spite of everything, decides to continue his work, then he becomes unsettled and unable to work, at this moment he enters the zone of professional stagnation. In other words, he will not fully fulfill what the leader requires of him.

Stage of professional stagnation

If an employee decides to leave the organization, then such a departure does not always mean dismissal. Leaving can be a transfer to another position, some other attempt to be realized within the company. Having remained in the position, the employee at a certain moment will inevitably turn out to be not needed by the employer, and as a result he will be fired, that is, at the point of making a decision, the HR director will make the decision for him.

Very often, the decision of the management about the possibility of dismissing an employee at this stage reaches the employee, and at this moment he begins to work, showing increased activity and zeal. The leadership, seeing this, decides that the person has improved. But, feeling safe, the employee starts working carelessly again, and, in the end, he is still fired.

Dismissal

It can be constructive when an employee is helped to find functionality that is interesting for him both inside the company and outside it, or passive, when a person is told: “God be with you, sit, pretend that you are working, and we will pretend that we pay you. " In any case, such work cannot be productive.

Output

With a good job title, an employee can go through this cycle, holding the same position several times.

The employee passes his first life chicle in the status of a beginner, but as soon as he reaches the point of making a decision, the employer begins to set more complex tasks for him, thus transferring him to the status of a specialist, showing him opportunities not for development within the framework of the position, but the path horizontal career development. Again, I will give an example from the area of ​​my department, if this month the economist calculated the salary in two days, then next month I set a goal for her - to calculate it in a day and a half, and in another month - in a day. Of course, in the end it will reach its limit and become a highly qualified professional, but this path will give me a professional and will lead to the point of recruiting a team with a highly qualified specialist.

  • Corporate culture

Keywords:

1 -1

LIFE CYCLE OF EMPLOYEE (EMPLOYEE) - 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, the ability to take responsibility, the desire to achieve any goals, the quality of professional training, etc. d ..

Distinguish the WORKER'S LIFE CYCLE:

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

2. As a system for developing a "ladder" of 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 the growth (or decrease) of his wages.

3. As a sequence of certain stages-actions in relation to the 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 work, associated with job or professional growth.
Career in an organization - a set of positions that an employee has occupied and is currently holding (actual career) and (or) may hold (planned career). Career opportunities are one of the main motivators that motivate employees to work effectively in an organization.
Career management is the creation of conditions for the advancement of employees in an organization corresponding to its needs, taking into account the psychological type of the employee's personality and depending on the results of the work of this employee.
Career management in an organization has three main goals:
Ensure that the organization's needs 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 to enable them to perform at the level of responsibility they can achieve.
To give potential employees the opportunity to realize themselves in this organization through career growth.
Intra-organizational career - associated with the trajectory of a person's movement in the organization. She can walk along the line:
Vertical career - career advancement of an employee up the career ladder,
Horizontal (professional) career - advancement within the organization, for example, work in different departments of the same hierarchy level,
Centripetal career - advancement to the core of the organization, the center of control, 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 developmental 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 in a variety of ways. At the same time, at each stage, the degree of career development, based on a number of factors, can demonstrate 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 personality type - according to J. Golland, a successful career choice is determined by the personality type, while there are six personality types: realistic - focused on manipulating tools and mechanisms, research - focused on search, artistic - focused on emotional expression, social - focused on interaction with people, entrepreneurial - focused on influencing people, conventional - focused on manipulating information.
Knowledge, skills, health, abilities, age, mobility, activity of the employee are components of the employee's labor potential, which he can develop and use for career growth.
Organizational factors:
The existence in the organization of a career policy aimed at growing and promoting its managers, the availability of advanced career planning techniques, the consistent implementation of career development models.
The stages of an organization's life cycle are associated with growth and maturity, not decline.
High organizational structures of a company with a significant number of small divisions and a large number of hierarchy levels, rather than flat structures with few levels of hierarchy.
A career is not always amenable to management, career growth does not exclude the presence of such a factor as an accident, that is, a successful or failed career is often of a random nature. However, career management is a critical part of human resource development in an organization.