1.

THE SYSTEM OF PROFESSIONAL DEVELOPMENT

Professional development is the systematic reinforcement, improvement and

expansion of the range of knowledge, the development of personal qualities
necessary for the development of new professional knowledge and skills necessary
for the performance of duties throughout the employee's career.
Professional development requires realized, directed, and active training. A
person decides for himself in which direction he needs to develop, what ways to get
information, how to master it, etc.
The goal of professional development of employees from the point of view of
the organization is to increase the efficiency (maximization of results) of the use of
personnel by implementing the goals set by the organization, improving the
production potential of the team and the socio-psychological climate.
The goal of professional development from the point of view of employees is
the formation and continuous concentration of personal characteristics, professional
knowledge, skills and abilities that are necessary for them to effectively perform
their official functions, rights and duties.
The process of professional development of personnel is part of the process
of human resources development.
Human resources is understood as a set of innate and acquired qualities of an
individual that can serve as a source of income for himself, the organization and
society.
There are such components of human resources as:
- knowledge;
- skills;
- abilities;
- level of motivation;
- health, etc.

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 Professional development of personnel solves the problem of developing, first
of all, professional and personal competencies of employees, and not all the
characteristics that make up their human capital.
The development of human resources involves the organization's investment
in personnel, that is the organization's costs for training and other activities related
to its development. These costs will bring the employer income as long as the
employee works in the organization.
In order to effectively develop an organization's employees need a clear
understanding of the lack of the professional development of individual employees
and opportunities to fill them, and the unrealized potential of employees, which
needs to identify and further efficient use for the benefit of the organization.
Developing professional and personal competence of employees, the
employer is interested not only maximize the use of them to solve tasks, but to create
conditions under which employees would be interested to work with maximum
efficiency, and as long as possible to preserve the relationship with the employer.
Management of employees career development promotes to the solution of these
tasks.
The following tasks that solve the professional development of personnel are
highlighted:
1. Determining the level of development of professional and personal
competencies of employees.
2. Determination of the potential of employees that has not been shown and
opportunities for its development.
3. Development of professional and personal competencies of employees.
4. Maximum effective use of professional and personal competencies and
potential of employees.
5. Creating conditions that motivate the professional growth of employees, the
maximum development and use of their professional potential for the benefit of the
organization and maintaining long-term relationships with the employer.

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 Often, employers have some questions about the reasonability of professional
development of personnel and the cost of it. It seems that it is much more effective
to solve the issue by releasing staff with outdated competencies and attracting new
more competent specialists.
This approach reduces the cost of staff development, but increases the cost of
attracting and adapting staff, increases staff turnover, worsens the socio-
psychological climate, and, most importantly, greatly reduces the level of motivation
and loyalty of staff.
Professional development management is a process of purposeful
implementation of the human resources management strategy aimed at forming
certain competencies of employees. This process involves the interaction of
professional development and intra-organizational career by achieving the
relationship between the goals of the organization and an individual employee.
The professional development management process includes the following
components:
1. Formation of internal regulations defining the work on professional
development of personnel.
2. Selection (creation) of technologies for professional development of
personnel.
3. Forecasting the need for professional development.
4. Monitoring and evaluation of professional development of personnel.
5. Formation of plans for professional development of personnel.
6. Training of the personnel.
7. Motivation and promotion of professional development of personnel.
8. Organization of staff training.
9. Organization of work with the personnel reserve.
10. Organization of the service and professional promotion system.
11. Managing self-development of the employee.
12. Examination of the quality of professional career development and
professional development.
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 13. Resource support for professional development of personnel.
The system of professional development of personnel can be considered as a
subsystem of the personnel management system. The system of professional
development of personnel includes a number of subsystems focused directly on the
development of personnel, as well as elements of the personnel management system
that perform a broader set of functions.
The system of professional development of personnel has a multi-level
structure:
- the subsystem of recruitment and selection of personnel ensures that the level
of professional development of employees corresponds to their position and the
nature of the work performed (selection to the organization and placement in
positions);
- the personnel assessment subsystem identifies weaknesses in the
professional development of employees, their professional and personal potential for
further development, and provides grounds for determining the directions of
professional development of personnel as a whole and individual employees
(personnel assessment during employment and in working process);
- the personnel training subsystem is responsible for the growth of
professional and personal competencies of employees (primary and additional
education, re-education, advanced training);
- the subsystem of work with the personnel reserve ensures the most
successful interaction of the professional development system and the most
promising group of personnel (formation of a reserve for various positions);
- the subsystem of career development of employees creates conditions for the
most effective use by the organization of employees professionalism, motivating
them for further professional development and long-term relationship with the
employer (career policy, system of service and professional promotion).
The system of professional development of personnel includes various
methods and technologies, the set of which will be different in different
organizations.
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 2. THE CONCEPT OF A CAREER

The broad understanding of a career is that it is a professional progression

from choice to mastery of a profession, then mastery of professional skill and
creativity. Career is close to the trajectory of a person's movement to the heights of
professionalism. The main requirement for successful implementation is
professional competence. The result is a high level of professionalism, the
achievement of recognized professional status.
A narrower understanding of a career is that it is an official promotion that
provides professional and social self-affirmation of a person in accordance with
their level of qualification. The achievement of a certain social status and holding a
certain position comes to the fore. The main requirement for successful
implementation is social competence. The result is the achievement of socially
recognized standards in the profession.
A person can consciously choose and build their career in both professional
and official terms, and both sides of the career may not coincide with the same
person: a true professional may not make an official career, and, on the contrary, a
person in high positions may not achieve the same high level of professionalism.
The emphasis in determining a successful career can be shifted to both
objective external criteria (social, economic, etc.) and internal (psychological,
intrapersonal).
Characteristic features of career:
- career is considered as a dynamic phenomenon, a sequence of changes in
professions, statuses, roles, types of work, etc.;
- career is included in the professional space of personal development and is
considered as a form of self-realization;
- career is determined by the sum of external and internal factors, including
biological predisposition to a particular activity, personal characteristics, social
starting conditions and a dynamic social environment;
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 - career refers to the criteria of social adaptability and success of the life
path;
- a career is individual, but there are basic characteristics that can be used to
describe, measure, and evaluate a career;
- a career is a more or less structured and conscious life and professional
project.

Career goals are manifested in the reason why a person would like to have a
specific job, to occupy a certain step in the hierarchy of positions. A wide variety
of employee aspirations can serve as career goals. Possible career goals:
a) have a position (or engage in an activity) that corresponds to self-esteem
and therefore provides moral satisfaction;
b) get a job or position that enhances opportunities and promotes their
development;
C) have a job or position of a creative nature;
d) work in a profession or hold a position that allows you to achieve a
certain degree of independence;
e) have a prestigious job or position that is significant in the eyes of others;

e) achieve a position in the organizational hierarchy that gives real power

over people;
g) get either a well-paid job or a position that allows you to simultaneously
earn large side income;
h) have a job or position that allows you to continue active training;
I) get a job or position that allows you to engage in child-rearing or
household management.
General requirements for creating career goals:
1. Specificity.
2. Measurability.
3. Reachability (realism).
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 4. The givenness of time.
5. Motivation.
6. the presence of a challenge (ambition).
7. Responsibility.
There are usually two main groups of criteria for a successful career:
objective and subjective.
Objectively, the process of career growth can be assessed by two basic
parameters: movement within the organization and movement within the
profession. At the same time, the obvious parameter of objective success is
traditionally vertical job promotion – growth on the service ladder.
The criterion of subjective career success (personal or internal criteria) can
be a person's own assessment of their career achievements.
The criteria for career success can be:
1. The level of the position (job status). In this view, a career is a series of
transitions from one position to another, higher, with more responsible and large-
scale tasks. Such career advancement is reflected in the employee's employment
record or resume. This perception of career success is quite traditional and is based
on the following conditions:
- the title of the position reflects its hierarchical level;
- at different enterprises and organizations, the same positions have similar
functionality;
- public opinion recognizes the value of the employee's progressive
movement up the hierarchy.
2. Career mobility. This means the speed at which an employee passes
through the official stages.
3. Earnings. This means an increase in the cost of an employee's labor,
regardless of the level of the position in the organizational hierarchy. This type of
career is a material (monetary) career.
4. Achievements. This refers to the accumulation of achievements in the
course of a career. This type of career is an achievement career.
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 A successful career in the traditional sense is a linear progression. Money
and achievement careers are two unconventional ways to grow. If a professional is
interested in the title of the position, rather than" dry figures " of salary – this is a
follower of the traditional status career. If a specialist is more interested in his
future salary than a position (commitment to a material career), or success in his
career is primarily associated with responding to" challenges", implementing"
super projects " (focusing on an achievable career) – these are examples of new
types of careers.
Career success factors:
1. Niesiolowska:
- economic (level of material incentives);
- legal (legal regulation of career);
- socio-demographic (gender, age);
- marketing (need for specialists);
- educational (level and profile of education);
- medical (health status and General performance);
- protectionist (informal support).
2. Psychological:
- socio-psychological (role in the working group);
- organizational and psychological (management style, corporate culture,
organizational climate);
- personal (factors of self-awareness, volitional, organizational and business,
intellectual, communicative and emotional factors).
Factors that influence people's career preferences:
1. the Prestige of the profession in society, the current situation on the labor
market.
2. Socio-economic status of the family.
3. Parent settings.
4. Restrictions on engaging in a particular professional activity.
5. Personal characteristics.
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 3. CAREER TYPES AND CONFIGURATIONS.
CAREER MODELS AND STRATEGIES

Career types can be classified as:

1. Regular career. It is characterized as professional development with the
passage of all the main stages of professional life:
- choice of profession;
- stages of exploration and testing of their forces in different areas;
- the period of mastering the profession and strengthening it;
- stage of retention and professional development;
- recession.
2. Stable career. It represents a "direct progression from vocational training
to a single permanent type of work".
3. Unstable career. In this case, the trial and consolidation stages are
followed by new tests, which can be either forced (in case of loss of work, working
capacity), or voluntary (change of interests) or caused by a change of professional
orientation without interest and effort.
4. Combined career. It is associated with the change of short periods of
stable professional life and employment stages of forced unemployment or a
change of profession, professional reorientation.
Career can also be divided into:
1. Professional career is characterized by the fact that a particular employee
goes through various stages of development in the course of their professional
activity:
- training;
- getting a job;
- professional growth;
- formation of individual professional abilities;
- retirement.
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 A particular employee can go through all these stages sequentially, both
within the same organization and in different organizations.
2. Intra-organizational career, which is realized in directions:
- vertical-rise to a higher level of the structural hierarchy. A vertical career
can be either ascending or descending. And if an upward vertical career
demonstrates career advancement most visibly, then a downward career is
associated in our society with failure.
- horizontal-move to another functional area within the same hierarchical
level. Horizontal career may be associated with performing a specific service roles
that do not have rigid formal fastening in organizational structure (e.g. role of
temporary head of the creative team, target groups, programs, etc.). Horizontal
career can be attributed to the increasing complexity of performed work tasks
within the office, usually with a corresponding change in remuneration.
In many cases, a horizontal career is a way out for organizational structures
built on a pyramid principle: the higher up, the fewer jobs, more competitors, and
less chance of promotion.
In order for a person to perceive horizontal promotion as a real career,
certain conditions must be met:
- the number of stages of such a career should ensure the possibility of
promotion throughout the entire period of active work;
- horizontal career stages should be informally recognized by the
professional community, which ensures their real prestige for the employee;
- each stage should ensure the growth of material well-being (primarily
wages), acting as a real motivating factor for the employee;
- the final stage must be sufficiently solid and not inferior in the amount of
payment to the corresponding stages of vertical promotion.
There is also a centripetal career direction, i.e. movement to the core, the
leadership of the organization. For example:
a) inviting the employee to previously unavailable meetings and meetings,
both formal and informal;
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 b) access to informal sources of information;
C) confidential appeals;
d) some important management assignments.
There are several typical career configurations:
1. Target career – purposeful and steady promotion of an employee within
the same professional space.
2. Monotonous career – having reached a sufficient status for themselves,
the employee does not seek further career advancement, even if there are
opportunities to improve their situation.
3. Spiral career-an employee, having achieved success and a certain status in
one of the activities, is able to start a new activity from the lower stages and makes
a career in a new field.
4. Fleeting career-moving from one type of activity to another occurs
spontaneously, without apparent logic.
5. Stabilization career-a specialist grows to a certain level and stays on it for
a long time.
6. Fading career-the employee grows to a certain status, stops at it, then
begins a downward movement.
The following career models are highlighted:
1. "Stairs" – sequential passage of the stages of the service hierarchy. The
employee is promoted, their experience and qualifications are growing. He holds a
high position during the period of maximum realization of professional and
personal potential, reaching his "peak" and holding this position for a fairly long
time. Then there is a gradual "descent" on the service ladder, when a person takes
less responsible positions, performing less intensive work that does not require
making complex decisions in extreme situations or managing large production
teams. Finally, before retirement, he usually holds the post of consultant or adviser.
At the same time, the employee's contribution as such a specialist is also valuable
for the organization.

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 2. "Springboard" – a long climb up the corporate ladder to the highest
managerial position with a gradual increase in professional and managerial
knowledge, skills and stay in this position for the maximum possible period of
time. And then – a kind of "jump from the springboard" in view of retirement.
3. "Snake" – a consistent and relatively rapid change of different functional
positions by an employee horizontally with periodic progress on the vertical
ladder.
4. "Сrossroad" – the employee's stay in each position for a limited period (up
to 5 years), followed by a comprehensive certification, including a potential
assessment, as a result of which a decision is made to raise, maintain or lower his /
her official level. There are three possible career situations:
- the first situation (if "ready") - the employee becomes a higher-level
Manager;
- the second situation (the presence of a good qualification, but "the position
of the head due to certain circumstances is not for him" – - the transfer of the
specialist "horizontally" to another functional area while maintaining the achieved
official level;
- the third situation (increased conflict, serious health problems, lack of
desire to improve skills) - demotion of the employee.
In practice, it is possible to combine the basic career models considered.
Leading career development strategies are highlighted:
1. "Club" - the organization relies on its own human resources and collective
forms of remuneration for successful work. This strategy is characterized by the
following features:
- mainly internal promotion of employees;
- low staff turnover, high loyalty to the organization;
- focus on the employee's status, motivation, and social security, rather than
on innovation and productivity;
- implementation of the principle of equal partnership in relations with
employees.
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 2. "Sports team" - based on external recruitment to all levels of the internal
hierarchy. Remuneration is based solely on the individual performance of each
employee of the organization.
3. "Fortress" - relies on the dominance of group factors of promotion,
remuneration and release of personnel and is characterized by the desire to
maximize cost savings. Subordination of all activities to the survival of the
organization.

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 4. THE SYSTEM OF CAREER MANAGEMENT OF STAFF

For a successful career really important things are conscious, purposeful

efforts to plan and develop it, that names career management.
Career management is a set of activities carried out by the company's HR
Department to plan, organize, motivate and control the employee's career growth,
based on their goals, needs, opportunities, abilities and aptitudes, as well as based
on the goals, needs, opportunities and socio-economic conditions of the company.
Career management is in the best interests of the organization and individual
employees. The employee is interested in creating conditions for self-realization
and growth in the professional sphere, ensuring competitiveness in the labor
market. The organization needs motivated and loyal employees who are focused on
continuous development.
The object of career management is a set of certain qualities/characteristics
of an individual and objectively existing opportunities to use/change them to
achieve their career goals.
The subjects of career management can be:
- the individual himself – as the main way of forming life goals and the
process of their implementation;
- organization – as a way to form human capital in an optimal way and
assess the degree of realization of the potential of an individual employee in the
interests of the organization
The career management system combines the subsystem of career
management and the subsystem of career management in the organization.
Self-management of a career – monitoring the subject's own career potential,
performance, behavior, interaction, image, developing individual measures for
their development and improvement, studying the external conditions of career
growth, developing and correcting the line of their own career behavior and
promotion.
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 Career management in the organization-monitoring the effectiveness of the
organization for the rational use of personnel, developing measures to improve it
by increasing the labor and career potential of personnel and its maximum
effective use.
In the process of forming a business career management system for staff, it
is necessary to take into account that the career is an interaction of three groups of
factors:
a) the person's personality;
b) the professional environment in which a person works and develops;
c) the non-working environment in which he lives and rests.
Career management in modern organizations is recommended in accordance
with the partnership model. The partnership involves the cooperation of three
parties:
- employee – is responsible for planning and developing their own career (is
the owner of the process);
- his manager – acts as a mentor;
- HR Department – plays the role of a professional consultant and
simultaneously manages the overall career development process of personnel in the
organization.
The mechanisms of interaction between the organization and employees in
career management are:
a) development mechanisms (self-development and adaptation, mentoring,
sequential step ascent);
b) selection mechanisms (evaluation, competition, self-presentation);
c) promotion mechanisms (rotation, vertical movement).
A trade Union organization can also participate in career management.
Career management in the organization within the framework of the
partnership model is systematic and cyclical in nature. Distinguish between the
employee's career cycle and the career management cycle.

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 An employee's career cycle is a recurring sequence of career progression
stages. There are the following main elements of the employee's career cycle:
- professional training to work in the organization;
- adaptation to the composition and content of the work;
- competition, selection and appointment;
- work in a position;
- promotion.
A career management cycle is a periodically repeated procedure for
designing, developing, and implementing a targeted impact on an employee's
career cycle. The career cycle management model allows you to create a universal
mechanism for career organization based on the effective development and
implementation of career cycle stages that interact with the career management
cycle.
Career management work should start with the entry of employees into the
organization. After passing the orientation stage in the organization, employees are
trained in career planning, during which they master the necessary technologies
and perform self-diagnostics. During the subsequent work in the position,
employees clarify their career goals and study the possibilities of their
implementation in the organization. They receive the necessary information and
advice from the organization.
After the employee has sufficiently demonstrated himself in the work, an
official individual career development plan can be drawn up as a document
reflecting the mutual obligations of the employee and the organization. Further
professional development of the employee is carried out in accordance with this
plan. The plan may include various types of in-and out-of-organization training,
internships, participation in competitions, etc. Business assessment procedures
allow you to evaluate the success of your career development and adjust your plan.
If there is a vacancy that corresponds to the interests, aptitudes and competence of
the employee, his / her promotion is carried out.

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 Career management policy involves answering a number of questions. First
of all, the organization must decide whether it will create or" buy " personnel – to
grow its own specialists or attract qualified employees from outside. The question
is also whether to focus on today's requirements for specialists or on the future.
The planning horizon in modern conditions is usually not large.
The talent audit is the examination of the talents of staff in accordance with
demand forecasts and assessments of performance. Talent refers to the potential
abilities of employees.
The purpose of the performance and capacity assessment is to identify
training and development needs, inform management about the career direction of
an individual employee, and identify those with potential for advancement.
Career management involves monitoring the labor market, as well as
forecasting supply and demand in it.
The main principles of career promotion of personnel are recognized:
1) the principle of consistent, systematic continuous movement of
employees within the organization;
2) the principle of equal opportunities for career growth – the same
conditions and criteria for all employees;
3) the principle of continuity-the use of knowledge, skills and abilities
accumulated at previous stages of the career;
4) maximum term of office-a combination of professional and professional
growth;
5) the principle of dynamics of management functions as the level of
management changes-an increase in the volume of strategic functions;
6) material and moral interest – career growth should be encouraged.
Career management can be implemented by solving the following tasks:
1. Planning of individual professional development and job movement of
employees.

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 2. Organization of acquisition by employees of the necessary level of
professional training, professional experience both inside and outside the
organization through professional training and internships.
3. Activation of staff activities in order to encourage the development of
their own potential (creating a motivational environment).
4. Regulation and coordination of employees involvement in the
implementation of the career strategy tasks, as well as the employee's efforts and
the organization's ability to implement the individual professional development
plan and the personnel support plan.
5. Analysis and evaluation of results and methods of activity, personal and
professional qualities of employees, the level of their professional experience.
6. Control of employees activities, their professional and job growth, and
rational use of their professional experience in the organization.

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 5. STAFF CAREER PLANNING

Career planning is about setting career goals and determining how to achieve
them. Career planning is carried out at the individual and organizational levels.
Planning at the individual level is aimed at creating a career plan for a
particular employee based on the correlation of their personal goals and needs with
the possibilities of their implementation.
Career planning at the organizational level is the organization's definition of
ways and directions for staff development.
Career planning at the individual and organizational levels is closely
interlinked and is a single process. Each individual employee needs competent
assistance to analyze their abilities and capabilities, develop independent career
planning skills, and develop specific internal career development plans. The
organization is interested in realizing the potential of employees, meeting the
significant needs of the staff, because this ensures loyalty, high work motivation,
reduces staff turnover and minimizes the likelihood of deviant organizational
behavior.
Business career planning assumes that from the moment an employee is
accepted into the organization until they are dismissed, there should be continuous
horizontal and / or vertical promotion of the employee, as well as the growth of
their professionalism. An employee needs to know their prospects for the short and
long term, as well as what indicators they need to achieve in order to count on
career advancement.
Career advancement involves job growth and rotation.
Job growth is the replacement to higher-level positions.
Rotation is the movement of an employee "horizontally" to positions of the
same level, changing the content of the activity.
The promotion system also includes participation in temporary creative
groups, internships, and various forms of in-and out-of-organization training.
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 The basis of career planning is strategic and current workforce planning,
taking into account the forecast of the organization's development. The career
planning process is closely linked to the selection, selection, business evaluation
and certification of staff.
One of the most important problems in career planning is the alignment of
the interests of the employee and the organization. Career planning for employees
will be ineffective if the organization itself does not develop or does not include
staff development in its strategic plans as one of the prerequisites for its prosperity.
The result of career planning at the individual level is career plans made for
individual employees.
An individual career plan is a document that presents options for
professional development and job placement of an employee in an organization. It
usually includes:
- general personal data (last name, first name, patronymic, position, age,
education, work experience in the position and in the position held);
- conclusion of the last attestation (competition) Commission;
- results of the last interview, as well as assessment of professionalism and
personal qualities;
- information about previous training;
- the period for which the plan was drawn up (from what year to what year);
- other information of interest.
Career plans are developed by employees in conjunction with HR services
and Department managers. The plan is the result of matching the interests and
capabilities of both the employee and the organization. It is developed taking into
account the needs, interests, abilities and aptitudes of the employee and is aimed at
ensuring their professional development and maximum self-realization. The plan
should not be imposed on the employee.

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 To develop a plan, you must:
- in-depth and comprehensive analysis of the employee's needs and interests,
personal qualities, abilities and aptitudes, as well as opportunities for their
implementation;
- setting clear and specific career goals for the employee;
- coordination of employee and organization interests in career development.
A career plan can be:
a) short-term (for 1-2 years);
b) medium-term (for 3-5 years);
C) long-term (over 5 years).
The basis for planning an individual career can be building an individual
profile of significant competencies.
Competencies are individual and personal characteristics, knowledge, skills,
behavioral patterns of an employee, their values and motivators.
There are the following groups of competencies:
- initial competencies, i.e. the competencies that the employee currently has;
- competencies that are necessary for any employee of the organization for a
successful career and compliance with corporate values and standards;
- competencies necessary for the successful performance of functions
corresponding to various positions.
To determine the development zones, it is necessary to compare the real
competence profile of the employee with the "ideal" one. The following is
analyzed:
1. What characteristics of a real employee match the "ideal" profile.
2. What characteristics of a real employee exceed the "ideal" profile.
3. what characteristics of a real employee do not reach the "ideal" profile.
4. What characteristics of a real employee contradict the "ideal" profile.
Various technologies have been developed for career planning, which can be
divided into the following groups:
1) technologies of effective self-presentation (career promotion portfolio);
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 2) technologies for determining the optimal career path;
3) technologies for optimizing the setting of career goals and the process of
developing career plans.
The most famous of the career planning technologies is the development of
cariogram. This technology is mainly used for strategic planning of an official
career.
A cariogram is a document that provides a clear graphic representation of the
optimal career path to senior management positions, as well as other key positions
in an organization or enterprise. A career chart usually covers a time period of 10
years or more. The cariogram consists of four sections.
Section 1. Events and stages of the employee's professional growth and
development are listed in chronological order. Such events include changes in
qualifications, positions, working conditions, remuneration, benefits and social
benefits distributed in the organization.
Section 2. Sets out the requirements that an employee must meet in order to
advance through the stages of official and professional growth. For example, what
kind of education (or additional qualifications) they need to acquire in order to
advance in the service, what types of work and with what quality to perform in
order to get promotion, and so on.
Section 3. the obligations of the administration regarding the professional
growth and career advancement of the employee are Fixed. For example, the
organization guarantees professional development and payment (full or partial) for
employee participation in trainings and specialized seminars. Or another point of
obligations – the management of the organization guarantees that in case of
successful completion of the competition of professional skills, the employee will
be enrolled in the personnel reserve with the provision of a higher position in a
specific time frame.
Section 4. There are incentives (prizes, bonuses, privileges) or punishment
(sanctions) for performance or non-performance by the employee of the

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requirements of the organization and on the other hand, for breach of obligations
owed to employee by the administration.
Cariograms are usually developed for senior management positions. It is
desirable that the career program reflects not only the job promotion, but also the
process of improving the educational level. A cariogram can represent not one, but
several ways to achieve the intended position.

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 6. CAREER DEVELOPMENT OF STAFF IN THE ORGANIZATION

Career development is a purposeful activity aimed at creating conditions for

successful professional and professional promotion of staff.
Career development management at the organizational level is aimed at
creating and developing favourable career conditions. Career conditions are
determined by the career space and the career environment.
Career space – necessary conditions for career development. It includes
conditions related to the specifics of the organization's activities and affecting
career development opportunities. The components of the career space are:
- specifics of the organization's activities;
- organizational structure;
- professional and qualification requirements for employees;
- socio-demographic and professional qualification structure of personnel;
- staff mobility, availability of vacancies;
- features of workplaces;
- working conditions and conditions;
- information systems, access to them;
- organizational culture, etc.
There are the following main requirements for career space:
- relative stability of the job structure;
- the possibility of space for creative, professional and professional growth
of staff;
- optimal ratio of positions that promotes competitive professional
development of staff;
- adequacy of the goals and objectives of the organization.
Career environment – sufficient conditions for career development. It
includes purposefully created conditions for career promotion of staff. These
include:
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 - personnel policy in relation to staff development;
- recruitment, selection and promotion system;
- career management system;
- preparation of managers and personnel services to work on career
management;
- the willingness of the staff to the career development;
- internal and external staff training system;
- business assessment and certification systems used in the organization;
- system of formation and training of the personnel reserve;
- availability of effective material and moral incentives for career
development (motivational environment);
- a system of measures aimed at improving the compatibility of family and
work, family support, etc.
When describing the career environment and career space, the following
concepts are often used:
a) career high point – the highest position that exists in a particular
organization;
b) career length – the number of positions on the way from the first position
occupied by an individual in the organization to the highest point;
C) "career ceiling" is the highest professional position (position) that a
particular employee can apply for in a given organization;
d) a "career dead end" is a professional position (often intermediate in career
terms) that has been unavailable for a long time (for example, a higher position is
"occupied" by a fairly young and promising employee);
e) position level indicator – the ratio of the number of people employed at
the next hierarchical level to the number of people employed at the hierarchical
level where the individual is at the moment of their career;
e) potential mobility indicator – the ratio (in a certain period of time) of the
number of vacancies at the next hierarchical level to the number of people
employed at the hierarchical level where the individual is located.
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 The career environment and career space determine the opportunities for
developing employees ' intra-organizational careers. If the potential of the career
environment and career space of the organization is lower than the career claims of
the staff, then staff turnover increases and labour motivation decreases.
The career environment and career space must be developed. They should
allow you to view and realize the life prospects of employees over a long time
interval.
Measures aimed at developing the career space can be:
- modernization of the organizational structure in order to expand career
prospects (increase the length of the career);
- expanding the practice of creating temporary creative groups;
- optimization of jobs;
- information support (currently, attention is paid not only to information
necessary for effective work, but also to information important for career planning:
information about the availability of vacancies, opportunities for professional
development, education, etc.);
- programs to improve family and work compatibility;
- development of organizational culture in the direction of increasing the
importance of the values of individual achievements, increasing professionalism.
The main measures aimed at expanding the career environment are:
- improvement of the decision-making system for career promotion;
- introduction of job registration systems;
- implementation of service and professional promotion systems;
- creation of a system of continuous advanced education;
- implementation, development and development of systems for working
with the personnel reserve;
- introduction and implementation of personnel rotation systems;
- carrying out of human contests and professional skills contests;
- systematic business evaluation;
Staff in terms of promotion potential can be divided into four groups:
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 1. Students and newcomers – have a high potential for promotion, but a low
level of professionalism.
2. "Stars" – potential for promotion and level of professionalism are both
high.
3. "Solid middle men" – a high level of professionalism, but low potential
for promotion (either because of personal qualities, or because of the
organizational situation);
4. "Deadwood" – low level of professionalism and low promotion potential.
Organizations are interested in minimizing the share of "dead wood".
The "hard middle men" and especially the "stars" represent the most
valuable human resources. It is necessary to analyse the reasons for the low
promotion potential of the "middle class" and, if possible, take measures to resolve
the identified problems. "Stars" need to create conditions for continuous growth.
Organizations are usually interested in increasing the share of "stars" among their
staff. However, if the number of "stars" exceeds the organization's ability to create
conditions for their self-realization and growth, this can lead to serious problems
(increased competition, staff turnover, etc.).
Service and professional promotion – a series of progressive movements in
various positions, contributing to the development of both the organization and the
individual. There is a distinction between promotion of managers and promotion of
specialists.
The system of promotion of managers provides a number of main stages -
from the selection of senior students to their promotion from the lowest to the
highest levels of management.
Staff rotation refers to the horizontal movement of employees from one
workplace to another. It is advisable to move people horizontally due to the fact
that a long stay in the same position reduces the employee's work motivation and
productivity.

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 7. STAFF RESERVE

The staff reserve is a group of prospective employees specially formed on

the basis of established criteria, who have the necessary professional, business and
moral and psychological qualities for promotion, who have shown themselves
positively in their positions, have passed the necessary training and are intended to
fill the next positions. It can be formed from both existing employees and external
candidates.
The goal of working with the staff reserve is to provide high-quality and
intensive training for each specialist to take up a position at a new, higher level.
Tasks of forming the staff reserve:
- reduced staff turnover;
- creation of a team prepared for management in the new conditions;
- timely filling of vacant positions;
- ensuring the continuity and continuity of management, its improvement
through the selection, training and promotion of personnel who are able to
professionally and effectively implement tasks and functions;
- shortening the adjustment period for newly appointed employees to higher
positions;
- staff career planning;
- reducing the risks in the appointments of employees for management
positions;
- promotion of career growth and staff training.
The formation of the staff reserve is based on the following principles:
1. The principle of relevance of the reserve – the need for replacement of
positions must be real.
2. The principle of conformity of the candidate positions and the type –
whether professional, business and personal qualities of candidates to the reserve
requirements of the position for which the employee is being designed.
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 3. The principle of objectivity – objectivity in the selection of candidates to
the reserve.
4. The principle of perspective of the candidate-orientation to professional
growth, educational requirements, age limit, work experience and career dynamics
in General, health status.
5. The principle of comprehensive assessment – comprehensive study and
evaluation of professional, business and personal qualities of candidates in the
reserve.
6. The principle of collectively – collegiality when considering candidates
for the reserve, taking into account the opinion of the labour collective.
7. The principle of control-regular monitoring of the state of the reserve of
managerial personnel.
8. The principle of equality – non-discrimination on various grounds.
9. The principle of personal participation-the candidate's personal consent to
enroll in the reserve is required.
10. The principle of succession is the responsibility of senior officials for the
availability of reserves for their positions and the quality of their training.
Usually, the following main areas of work with the reserve are highlighted:
- communication of reservists (systematic targeted communication of
reservists among themselves and with managers);
- motivation of reservists;
- change (optimization) of relations with higher management (to prevent
competitive, conflict relations);
- advertising of trained reservists (systematic informing of the top Manager
about the success of reservists);
- organization of work of a specially equipped assessment center personnel
(reservists);
- training of the evaluation Commission;
- "horizontal" movement of reservists during the absence of vacancies.

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 The reasons for inclusion in the reserve are:
1. The results of the professional selection.
2. The results of the appraisal.
3. Personal files of employees.
4. Staffing table.
5. Career plans of employees.
Sources of formation of the staff reserve:
a) qualified specialists;
b) deputy heads of departments;
c) lower-level managers.
The main criteria for selecting candidates for the reserve are:
- appropriate level of education and training;
- practical experience working with people;
- organizational skills;
- personal quality;
- state of health.
The following indicators are used to evaluate the effectiveness of working
with the reserve:
1. The effectiveness of the reserve.
2. The fluidity of the reserve.
3. the Average period of stay in the reserve before taking a key position.
4. The readiness of the reserve.
The staff reserve can be divided into the following types:
1. By type of activity:
1.1 development reserve – a group of specialists and managers preparing to
work in new areas (when diversifying production, developing new products and
technologies). They can choose one of two career paths – professional or
managerial career.

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 1.2 operational reserve – a group of specialists and managers who should
ensure the effective functioning of the organization in the future. These employees
are focused on a managerial career.
2. At the time of appointment:
2.1 Group A – candidates who can be nominated for higher positions at the
present time. These are understudies.
2.2 Group B – candidates to be nominated in the next one to three years.
This is a promising resource.
Reserve for promotion – a group of employees of this labour collective who
deserve further promotion on the job ladder based on the results of their work. The
reserve creates conditions for professional and qualification promotion of
employees.
The youth reserve consists of young employees with leadership potential
who can take up key positions in the organization in the future.
This category usually includes employees who meet the following
requirements:
- age up to 35 years;
- higher education;
- knowledge of native and one foreign language;
- the potential to move up two levels in the organizational hierarchy.
Work with the youth reserve, as a rule, is not narrowly focused on a specific
position. Special attention should be paid to the formation of an understanding of
the specifics of the organization and the assimilation of organizational culture.
General recommendations for working with the youth reserve:
- cover the maximum possible number of reservists;
- keep the list open;
- don't create untouchable castes;
- do not lose sight of development goals;
- ensure the participation of senior management.

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 Working with the youth reserve may include:
- interviews with graduates of higher educational institutions;
- special development programs focused on several years: work in different
positions and divisions, internships, participation in creative groups, professional
training, etc.).
- development of a system of requirements for the prospective reserve
(model of key competencies);
- recruitment of a prospective reserve group (interviews, psychological
diagnostics, expert assessment, business games, etc.);
- training of the prospective reserve group (informing about career
opportunities);
- certification, business assessment (expert assessment);
- consultancy;
- implementation of career development programs (training programs,
competitions, etc.);
- informing about vacancies, etc.

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 8. PERSONAL CHARACTERISTICS AND CAREER PLANNING

There are three types of development that determine professional and career
growth and human behaviour in the organization:
- individual development - influenced by biological factors;
- personal development - social factors and the leading type of activity
influence social factors and the leading type of activity;
- professional development - socio-economic factors and professional
activities have an impact.
The possible distribution of types of development:
1. Individual development is ahead of personal and professional
development. This combination is characterized by poor development of a person
as a person and as a professional, lack of interests, aptitudes and abilities,
professional readiness is not expressed, and a low level of working capacity.
2. Personal development is ahead of individual and professional
development. Such a person takes care of nature, surrounding people, cultural
achievements, is attached to the family, but physical health and professional
achievements are in the background for him.
3. Professional development dominates the other two. Such a person is
characterized by the priority of professional values, total immersion in work. At
the same time, they neglect their level of physical development and health, as well
as many social and cultural values. These are typical features of a workaholic.
Optimal is a harmonious combination of all three types of development, in
which professional achievements satisfy the need for self-esteem, lead to the
restructuring of professional self-awareness, have an impact on the restructuring of
the system of motives and values, and then on the development of the individual.
It is advisable for a person to master activities that correspond to their
personality type. Different types of careers allow you to meet different needs of a
person. A career should create the conditions to meet the dominant needs.
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 The choice of career type should be made in accordance with the career
orientations of employees.
Career orientations are basic social attitudes that reflect the importance of a
career for a person and their preferred career type. As social attitudes, career
orientations reflect an individual's willingness to pursue a particular career path.
Identify the main career orientations:
1. Professional competence. This orientation is related to the presence of
abilities in a particular area. A person with this orientation wants to be a master of
their craft, they are especially happy when they achieve success in the professional
sphere. He is ready to manage others within the limits of his competence, but
management is not of much interest to him. Therefore, many of this category reject
the work of a Manager. This is usually the largest group in most organizations that
provides competent decision - making.
2. Management. In this case, the primary importance is the orientation of the
individual to integrate the efforts of other people, taking responsibility for the final
result of the activities of a group of employees or the organization as a whole. A
person with a career focus on management will consider that they have not reached
the top of their career until they take a position where they can manage various
aspects of the enterprise/organization: Finance, marketing, production,
development, sales. With age and work experience, this career orientation becomes
stronger.
3. Autonomy. The primary concern of a person with this orientation is
liberation from organizational rules, regulations, and restrictions. There is a strong
need to do everything in your own way: decide when, what and how much to work
on. Such a person does not want to obey the rules of the organization (workplace,
time, uniform).
4. Stability. This career orientation is driven by the need for security and
stability, and the desire for future life events to be predictable. There are two types
of stability: the stability of the place of work and the stability of the place of
residence.
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 5. Service. The main values in this orientation are "working with people",
"serving humanity", "wanting to make the world a better place", and so on. People
with this career orientation most often work in the field of environmental
protection, quality control of products and goods, and so on.
6. Challenge. The main values of this type of orientation are competition,
victory over others, overcoming obstacles, and solving difficult tasks. The social
situation is most often viewed from a win-loss perspective. The process of fighting
and winning is more important to a person than a specific field of activity or
qualification.
7. Integration of lifestyles. A person is focused on ensuring that everything
in life is balanced, he does not want only family, or only work, or only self-
development to dominate. He wants everything to be balanced.
8. Business. A person with such a career orientation ready to overcome
barriers and is ready to take risks. He does not want to work for others, but wants
to have his own brand, his own business, his own financial wealth. And this is not
always a creative person, the main thing for him is to create a business, concept or
organization, build it so that it is an extension of himself, put his soul into it. The
entrepreneur will continue his business, even if at first he will fail and he will have
to take serious risks.
When planning an individual career, it is important to take into account the
employee's business and personal qualities, which are considered as the most
important resource for career development. Special attention is usually paid to
organizational and communication qualities. Defining the main qualities, identify
adaptive and conflict (excessive, leading to problems) zones:
1. Focus:
1.1 Adaptive behaviour (AP) – the desire to improve their intelligence and
Outlook, the ability to work collectively and for the team.
1.2 Conflict zone (CZ) – a tendency to go beyond group interests.
2. Efficiency:
2.1 AP – confidence, responsibility for their decisions.
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 2.2 CZ – manifestation of business activity in the field of human
management.
3. Dominance:
3.1 AP – striving for leadership, authority.
3.2 CZ – dictatorship is a negative, aggression.
4. Confidence:
4.1 AP – self-respect, self-esteem.
4.2 CZ – selfishness, self-centeredness.
5. Demanding, cruel:
5.1 AP – demanding, tough. Open and straightforward.
5.2 CZ – intransigence, does not make concessions and compromises.
6. Stubbornness, negativism:
6.1 AP – uncooperative, sceptical attitude.
6.2 CZ – extreme intransigence, resentment, autocracy.
7. Compliance:
7.1 AP – pliability, willingness to give in without dispute.
7.2 CZ – self-flagellation, lack of initiative, timidity.
8. Dependency:
8.1 AP – obedience, self-doubt.
8.2 CZ – search for guardianship, help of strong persons, guidance.
9. Psychological tact:
9.1 AP – tact, sensitivity.
9.2 CZ – excessive leniency, indulgence.
10. Responsiveness:
10.1 AP – responsiveness and willingness to help.
10.2 CZ – sacrifice.
Self-assessment – a person's idea of their abilities and capabilities, their
place among other people. Optimal self- assessment gives a person confidence in
their professional and personal abilities, self-respect, and adequacy to what is
happening.
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 Level of claims – the level of complexity of the selected tasks, the solution
of which a person regards as success or failure. The level of claims is what a
person considers himself worthy of. A high level of claims leads to the fact that a
person wants to achieve a lot, to climb the professional and social ladder. Such
people are willing to take risks and take on difficult tasks. Such a person will
achieve real results only if they have sufficient resources. Otherwise, there are
many failures in his life and work. People with a low level of claims are focused on
what goes into their hands, and they are often passive in matters of career
development. For such people, it is more important not to lose than to achieve.

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 9. RECRUITING

Recruitment – an activity that is aimed at recruiting staff. The competence

includes not only the search itself, but also hiring, as well as evaluating the
professional qualities of a potential employee.
A person who is engaged in recruitment is called a recruiter or HR Manager.
There are two types of recruitment:
- external recruitment – selection of personnel for specific areas and forms of
work for organizations, companies by order of the employer.
- recruitment by recommendation – the process of staff search, in which
vacancies are closed by recommendations. Proponents of recommendation
recruitment argue that when recruiting for recommendations, it is convenient to
check with the referrer about the candidate, as well as recommended candidates fit
better into the company.
The main types of recruitment services are:
1. Outplacement – employment of dismissed employees:
- advice on employment of reduced employees at the expense of the former
employer;
- consulting and promotion of the reduced personnel to the work market;
- service for organizing the process of dismissal of employees in the most
sparing way.
2. Outsourcing – transfer of certain functions to another contractor that is
professionally specialized in providing such services. Recruitment companies are
assigned processes related to the selection and search of employees.
3. Personnel leasing – management technology, a type of outsourcing that
allows you to provide the company's business process with the necessary human
resources, using the services of another organization.
4. Screening (surface selection) – an approach to recruitment, which consists
in "sifting" candidates for a position on the formal characteristics of the resume
1
from the general flow. Possible formal attributes: position, age, gender, work
experience, etc. The motivation and personal qualities of candidates are not
examined during screening.
5. Headhunting – a recruitment agency engaged in the search and selection
of senior managers, "entices" a specialist clearly defined by the customer company
(known name, position, company).
6. Executive search (direct search for candidates for a vacant position) – a
recruitment agency searches for candidates among those who are not looking for a
job and are not going to look, are busy with their work and are completely satisfied
with the current state, whose contacts are more or less under the control of the
current employer. The agency needs to get in touch and create conditions under
which conversation on the transition to the customer company are possible.
7. Multiplexing (secondary hiring). During the search for a top-level
manager, the recruiter often interviews candidates who do not fully correspond to
this position, but who may be of interest to the client in another position. When a
client fills another (secondary) vacancy with a candidate submitted to him for the
first, main position, this is called secondary hiring.
Recruitment involves constant analysis of the work market. The formation of
the work market is determined by the need of employers for a certain number of
specialists, employees of certain qualifications for the production of goods and
services in various fields.
The main factors influencing the formation of the work market are:
- general state of the economy and its development;
- the wage increase;
- priority to certain professions or Vice versa, reducing the prestige of
professions;
- demographic transition;
- transformation in the sphere of leisure of the population, etc.

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 It is obvious that the work market is changing every year, including in the
requirements for the competence of applicants. The most popular competencies
are:
1. Ability to solve complex problems.
2. Critical thinking.
3. Creativity – the ability to find a non-standard approach to solving
problems.
4. People management – an ability to competently, effectively and efficiently
cost management system.
5. Emotional intelligence – the sum of a person's skills and abilities to
recognize emotions, understand the intentions, motivations and desires of others
and their own, as well as the ability to manage their own emotions and those of
others in order to solve practical problems.
6. Customer orientation – awareness of the extreme importance of meeting
the interests and needs of the client; directly depends on the development of
emotional intelligence.
7. The ability to negotiate.
8. Cognitive flexibility – the ability to switch from one thought to another, as
well as think about several things at the same time.
9. Coordination skills and interaction.
10. Judgment and speed of decision-making.
You can add to them:
- multilingualism and multiculturalism;
- cross-industry communication skills;
- ability to manage projects and processes;
- work in the mode of high uncertainty and rapid change of task conditions;
- systems thinking;
- ecological thinking.

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 It should be noted that in the modern work market, skills are divided into:
1. Professional qualities (technical, engineering skills, knowledge of foreign
languages, mathematical knowledge).
2. Personal qualities (ability to identify a problem and solve it,
communication skills, management skills).
Stages of job search:
1. Analysis of the work market, collecting information about vacancies,
requirements, and salary levels.
2. Positioning and forming a search strategy.
3. Preparation of a summary.
4. Posting and mailing of the summary.
5. Initial (preliminary) interviews.
6. Repeated (detailed) interviews.
7. Conversation about hiring.
One of the most difficult stages in finding a job is an interview, but it should
be noted that the stages leading up to the interview are no less important.
Typical mistakes before the interview:
1. Bad social media account.
2. Bad resume, cover letter, portfolio, recommendations.
3. Lack of preparation for the interview.
4. Lack of preparation for an interview with this particular employer. When
going to an interview with an employer, it would be a good idea to read the public
information about the employer.
5. Mismatch with the qualifications of the job for which the application was
submitted. It is necessary to adequately assess their professional capabilities.
Typical errors during the interview:
1. Lack of punctuality.
2. Inappropriate appearance and behaviour.
3. Initiative and interest in the company – too little or too much.
4. Overconfidence.
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5. Excessive interest in the material issue.
Typical mistakes after an interview:
1. Importunity while waiting for the result.
2. Rejection of offers of temporary work or part-time positions.
3. Stop looking for another job.