The author and the editors requested individual development plans (IDPs) from several companies and analyzed them. It turned out that in all samples a typical set of errors. The plans themselves are different, but the errors are the same. They become noticeable if you look at the samples through the eyes of those for whom these documents are compiled - managers of different levels. We brought a sample of a typical IPR and noted directly in it that it was done incorrectly. Annotated sample is below. In addition, we have covered each error in detail in the article. At the end of the article we gave a fragment of a development plan that is drawn up correctly. The full version of the correct IPR is available to you.

The development goal is formulated on a large scale and streamlined, it is not clear what needs to be developed.

Too many skills included in the plan.

The result is formulated vaguely. There may be disagreements with a senior manager who is responsible for development.

The manager does not understand how to put into practice the acquired knowledge.

The manager does not understand how to put into practice the acquired knowledge.

Too many skills included in the plan.

Too many skills included in the plan.

There are no clear criteria for assessing whether development is successful.

The manager does not understand how to put into practice the acquired knowledge.

Too many skills included in the plan.

Too many skills included in the plan.

It is not clear where the manager will apply the new skill.

There are no clear criteria for assessing whether development is successful.

The manager does not understand how to put into practice the acquired knowledge.

The full version of the plan is available.

Mistake 1. The goal sounds large and streamlined, but it is not clear what exactly needs to be developed.

Then the manager perceives development as a formality. He thinks: the main thing is not to learn new skills, but to pretend that he is developing something. In other words, it is enough for a tick to complete the entire list of activities indicated in the IPR. And when the manager does this, he will be promoted up the career ladder. In addition, he may consider a goal that has not been specifically formulated as unattainable. He does not understand what to strive for, what skills need to be developed and by what date. That's why mechanically performs everything that is indicated in the plan, and as a result, new competencies are not mastered.

Example

The trading company planned to open a subsidiary. They decided to make the head of the customer service department the head of the sales service in the new organization. The commercial director and the HR director assessed the knowledge and skills of the manager, identified what competencies he needs to develop before taking a new position. It turned out that the head of the department lacks leadership skills: the ability to delegate authority, influence colleagues and captivate them with an idea. Strategic thinking also needs to be developed. The director of personnel and the head of the commercial service, who was appointed responsible for the development of the manager, included these skills in his IPR. The goal was outlined as follows: “To develop managerial competence. Increase personal effectiveness and improve personal qualities through feedback from department employees. Develop the skill of delegation.

2 months after the head of customer service began to carry out IPR, the HR director asked the head of the commercial service to check the progress of the subordinate. The evaluation results were unpleasantly surprising: the manager did not develop the necessary skills, although he did everything that was provided for by the plan. The HR director decided to talk to the head of the department and find out what was wrong. The manager replied: “But I didn’t think that at least some result was possible. It is impossible to develop managerial competence in 2 months or even in half a year, for which the IPR is designed. Therefore, I just do everything that you indicated in the plan. HR understood where he made a mistake: he formulated the goal in such a way that it seemed unattainable to the manager. The head of the department decided that the plan was a formality. The main thing is to go through all the events, and the company does not expect a clear result from it.

How to avoid mistakes. In development plans, define goals clearly and unambiguously. Specifically, write down what result the manager should strive for. Let's say, not "Develop the skill of delegation", but "Learn to set clear tasks for subordinates, stipulate requirements for the deadline and result." Set the criteria by which both the employee himself and his superior manager will understand that the goal has been achieved. If it takes more time to develop a skill than the IPR is designed for, discuss with the manager and write on his behalf what he should achieve when the deadline expires. Let's say, "At the end of the plan, I effectively delegate 10 percent of my functions to subordinates."

Talk to the manager, ask does he understand what result should be achieved knows why it's important to the company. Notice how the new skill will be useful to the employee himself. For example, if a leader learns to delegate authority, he will stop wasting time on solving minor matters and will be able to focus on strategic tasks.

Experience: involve managers in strategy development

In the Shvabe holding, managers who have to fulfill the development plan take part in strategic sessions on an equal basis with senior managers. This was told by Olga MALASHKINA, Deputy General Director for Human Resources, Legal, Corporate and Organizational Issues of the holding. Thanks to this, managers understand what tasks the company sets for itself in the near future, see what skills and competencies they need to develop. And in KB "LET'S GO!" managers who are to implement the IPR are involved in the development of a long-term strategy. This was announced by Daria KOLESNIK, Director of the Bank's Human Resources Department. Employees see why it is now important that they acquire new skills and achieve their goals, they understand what results the company expects from them.

If development is not a priority for a manager now, we create a situation of a “planned crisis”

Olga KOTELNIKOVA,

Deputy General Director for Human Resources of the Rigla Pharmacy Chain

To show the manager that he needs to develop new skills and competencies, feedback or 360-degree evaluation is not enough. Therefore, together with the CEO of the company and the immediate supervisor, we create a situation for the manager in which he himself will see that he needs to develop. In other words, we set a task, solving which, the employee must understand that he needs additional skills. This is how we motivate the manager to learn new things. He himself is aware of what competencies he needs to develop and for what. As a result, they are more interested in successfully implementing IPR.

Mistake 2. The manager and his superior have a different understanding of what result needs to be achieved

As a result, the employee performs all the tasks specified in the IPR, acquires some skills, and his manager evaluates others. This happens if the expected results in the development plan are formulated inaccurately, and the manager and his boss did not clarify what each of them understands by these results.

Example

The development plan for the head of the public relations department, who was being prepared for the position of PR director, included the skill "The ability to behave in public." The manager successfully passed all the activities provided for by the IPR. However, after 3 months during the evaluation, the marketing director, who was appointed in charge of development, noticed that the subordinate skill was not developing. The head of the department did not agree with the superior manager. He said that he not only completes all the tasks in the plan, but also takes additional lessons in oratory, listens to the speeches of public people. The marketing director was surprised: “Why? Your communication skills and the ability to present yourself are well developed. But you do not know how to conduct meetings constructively. Therefore, we have included this in the IPR for you.” The manager realized that he spent as much as 3 months on developing the wrong skill that he should have. And the superior manager considered that the subordinate did not want to develop. But actually it is not. The boss misinterpreted the behavior of the employee. As a result, the manager quit.

How to avoid mistakes. Before developing an IPR, together with the manager and his superior, draw up portrait of the "ideal leader". Ask each of them to write down a list of 30-40 of any qualities and skills that they think the ideal representative of the position for which the manager should have. Let the parties discuss their lists, explain what they mean by each concept that they have indicated. This will help to eliminate discrepancies: the manager and the senior manager will understand what meanings each of them puts into the same term.

Set goals for the manager that motivate him to be successful not only in the future, but also now

Yulia KARAPAY,

Director of Human Resources at Azimuth

Let's say not "Improve people management skills in order to take the position of director in one or two years," but "Improve the skills of motivating subordinates, taking into account their individual needs, so that as a result, reduce staff turnover in the department by 5 percent." Then the manager understands that the knowledge and competencies that he will receive in the course of development will be useful to him not only in the distant future, but also now. Therefore, he is interested in completing all the tasks that are in front of him in the plan and developing a new skill.

Mistake 3. Too many skills were included in the development plan for the manager

The manager cannot focus on one thing, he hurries to complete as many tasks as possible, which are provided for in the plan, in order to achieve the goal. As a result does not acquire any skill. Or, when he sees how many developmental activities need to be completed in a short time, he loses interest and stops working on the plan.

How to avoid mistakes. Analyze whether the skills that a manager needs to develop are manifestations of one competence. For example, an employee for whom an IPR was compiled in a sample needs to learn how to influence colleagues, make non-standard decisions, delegate authority, and develop strategic thinking. All these qualities are indicators of the "leadership" competence. And include it in the IPR. And combine the skills so that there are no more than four of them. In the goal, note that the manager should develop precisely these skills. Set tasks for which the manager will need to apply them.

Experience: include several competencies in the plan if it takes a little time to develop them

Marina POPOVA, HR Director of AZIMUT Hotels Russia region, advises including 1 to 3 competencies in the development plan. But first of all, take into account how much time the manager will spend to master each. If the competency is complex, it takes about a year to develop it, it is better to focus only on it. Set no more than 4 developmental tasks for each competency. Thus, the development plan will not be inflated. The manager will focus on 1 competency, he will have enough time to develop it to the desired level.

Diagram. Does IPR help develop your company's managers?

In order for the manager to understand what goals he should achieve in the course of development, we conclude a gentleman's agreement with him

Ruslan LARIN,

HR Director of RICOH Rus in Russia and the CIS

In our company, the manager discusses the goals and results of development not only with the immediate supervisor, but also with the manager at a higher level. Managers enter into a gentleman's agreement among themselves. The superior manager explains to the subordinate why his development is important for the company, sets tasks for him, notes what result he expects. Thus, development becomes meaningful for the manager, not formal. He realizes why to acquire new competencies, he understands what results to strive for.

Mistake 4. There are many activities in the plan designed to acquire theoretical knowledge

A manager may think that his task is only to read a book or take a course. And you don't need to use new information in your work. In addition, the employee is sure that the manager will not control how he performs activities. Therefore, you can not waste time on them. The manager does not read books and does not undergo training, or does it casually. As a result, he does not know how to act in situations where new knowledge needs to be applied.

How to avoid mistakes. In order for the manager to understand how theoretical information can be applied in practice, ask him to imagine what knowledge he can gain after the event. Let's say you have planned the training "Formation of an effective team". Ask the manager what he would like to learn at the training. For example, how to create a team and set tasks for subordinates. Ask a manager imagine how he could use this knowledge. Let's say, to distribute tasks to the participants in the team so that they show their strengths in the work. Record the employee's development expectations. And after the training, ask the immediate supervisor to assess whether the subordinate is using the new knowledge. Think about how to encourage the manager to consciously read the books that you include in the plan. For example, the boss will warn the subordinate in advance that he will discuss what he has read with him.

Experience: discuss the book with colleagues, give a lecture to young employees using materials from video courses

At Arlift International, managers who go through a development plan agree on which book from the list they will read, and then discuss it. Elena VLADA, HR Director of the company, told about it. Just flipping through the book is not enough. During the meeting, you will have to share your opinion, argue it, so you need to comprehend what you read. This allows you to better understand and remember information. In addition, managers during such a discussion get the opportunity to get to know and understand colleagues better, to work with them in a team. Managers will also include in the development plan the task of giving a lecture on a specific topic to their subordinates or young employees. The topic is most often new for the manager himself. The leader can draw information from the video courses and books indicated in the plan. To prepare for a lecture, the leader needs to structure his knowledge, think about how to build a speech, what questions may arise and how to answer them. Thus, the manager better remembers the information, working through and pronouncing it several times. Based on the knowledge gained, managers then put forward and implement ideas that improve business processes in the company.

3 more mistakes that make the development plan not work

1. You took someone else's IPR, which does not take into account the goals of your company. The manager does not understand why he needs to develop. Even if he implements the plan, the skills he ends up with are likely to be useless to your company.
2. The tasks that the manager faces do not motivate him. The employee is not interested in development, he does not understand why he needs it. Let's say a manager wants to achieve new ambitious goals, and you motivate him with an increase in salary.
3. You included tasks from the production plan or KPI in the IPR. An employee will not develop new skills by solving current tasks.

Mistake 5. It is not clear how to assess whether a manager has developed the necessary competence

The employee does not understand to what level the skill should be developed, because this is not noted in the development plan. For example, in the IPR in the sample for the “Strategic Thinking” skill, only the expected result is indicated - “I see the strengths and weaknesses of the company compared to competitors.” The employee understands this: you need to learn to find the advantages and disadvantages of competitors. However, this is actually not enough. The manager must not only see the strengths and weaknesses of other organizations, but also use them for the benefit of his company. Therefore, even if he performs all the necessary activities, he will not be able to fully master the skill. As a result, the superior manager will consider that the development of the subordinate is inconclusive.

How to avoid mistakes. Think in advance how you will evaluate whether the manager develops the necessary skills or not. In the development plan, write down the evaluation criteria. For example, a superior manager will understand that the “Strategic Thinking” skill is developed if a subordinate draws up and can defend a strategic project implementation plan to the CEO on how to improve business processes in the company. So the manager will know what he should strive for. Also, don't limit yourself to the final grade. Once or twice a month, conduct "cuts": record how the manager performs activities, whether he uses new knowledge and skills in his work.

Example

In the development plan for the head of the technical department, who was being prepared for the position of chief engineer, the HR director included the skill of public speaking. This is the so-called soft skill, and it is quite difficult to track whether it develops. To do this, you need to listen to every speech of the manager, to notice whether they are getting better. The HR director remembered: the head of the department once a month gives a lecture for young engineers. He talks about the technologies that the company uses and shares his experience. The HR director decided to create a questionnaire that employees would fill out after the lecture. Based on the results of such an assessment, it will be clear whether the manager is progressing. HR included 5 questions in the questionnaire: “How did my speech correspond to the stated topic? (10-point scale)”, “How interesting and persuasive was the speech? (10-point scale)”, “To what extent were the posture and nonverbalism organic / looked good from the audience? (10-point scale)”, “What did I do well that I need to fix?”, “What should I do differently next time?”. The HR Director made the questionnaire electronic and anonymous: after the manager's speech, engineers and technicians will fill it out and send it back to the server. The head of the technical department will immediately see the results. His superior manager, the chief engineer, will also be able to do this. Based on the results of such an assessment, he will understand whether the subordinate develops the necessary skill, whether it is worth adjusting the work on the plan.

Mistake 6. The manager does not understand why he needs to develop new skills, where he can apply them.

In this case, development becomes insignificant for the employee. He believes that if a new skill is not useful to him in his current and future work, then can't waste time in order to master it. For example, the head of the logistics department may not understand why he needs to develop the skill of negotiation.

How to avoid mistakes. Before planning the development of a particular competency, first think about whether the manager will be able to apply it, whether it will really be useful to him in his future position. Do not include a skill in an IPR just because the “ideal manager” has it. Based on the needs of the business and the corporate culture of the company. For example, any leader must be proactive. However, if your company has a strict directive management, tasks and ideas come down only from the top of the CEO, the manager is unlikely to need initiative in the near future. After drawing up a development plan, ask the manager to think about how he could apply competencies in his work. The employee will understand why new skills are needed, how they will help him in his work, and determine where he can use them.

Posted On May 19, 2018

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The main goal of the personnel development program is to increase the level of competence necessary for the high-quality execution of a particular business process (technology), which leads the employee to achieve the planned result.

The development program allows:

Program participants:

• gain up-to-date knowledge and develop skills in various fields
• evaluate your abilities and form a self-development plan
• to form positive labor motivation and motivation for development
• receive support at the stage of practical implementation of the acquired new knowledge and skills, the formation of new experience

Companies(heads and HR managers):

• purposefully improve the quality of the Company's human resources as part of the Company's development strategy and tactics
• plan and evaluate the effectiveness of investments in development
• to form a positive corporate culture based on the values ​​of development and striving for high results

Back to Staff Development

Personnel development - a set of organizational and economic measures of the personnel management service:

On training, retraining and advanced training of personnel;
- organization of inventive and rationalization work;
- on professional adaptation;
- Evaluation of candidates for a vacant position;
- according to the current periodic assessment of personnel;
- business career planning;
- work with personnel reserve.

The personnel development program contributes to the formation of a workforce with higher abilities and strong motivation to perform the tasks facing the organization. Naturally, this leads to an increase in productivity, and hence to an increase in the value of the organization's human resources. Thus, personnel development activities should be considered as an investment in the organization's intangible assets. The object of such investments, in contrast to investments in property elements and financial assets, is the employees of the organization. The main task of personnel development is the purposeful process of improving the skills of employees for special activities, increasing intra-production mobility and employment of employees.

The role of the sociological service

The sociological service of an enterprise is a specialized unit in the enterprise management apparatus that carries out practical, managerial activities, as well as informational sociological and research work. In the conditions of market relations, the sociological service of the enterprise retains its significance. The complex nature of the management of the socio-economic development of the enterprise determines the status of the sociological service of the enterprise. Its functions are: socio-diagnostic and prognostic, related to the conclusion about the social state of the enterprise and its development trends; information-research and socio-engineering, directly aimed at applied management activities, at the development and successful implementation of management decisions. The sociological service of the enterprise contributes to the further development of social technologies and means of social diagnostics, enrichment of the subject of sociology of the organization.

Job Descriptions

Job description - a regulatory document that regulates the activities of a particular official and establishes the procedure for the application by these persons of the provisions of legislative and other regulatory acts.

The preparation of job descriptions is regulated by paragraph 4.2 of the Model Office Instruction, according to which the job description is applied as an independent legal act. The job description is signed by the person responsible for the development and approved by the head of the enterprise - in the form of an approval stamp or by issuing an administrative document on their approval. The title to the text of the job description is formulated in the dative case.

The text of the instruction is printed on the general letterhead of the enterprise and is stated in the third person singular or plural. The text of the instruction can be divided into chapters, paragraphs and subparagraphs. Chapters should have titles and be numbered with Roman numerals. The paragraphs and subparagraphs are numbered in Arabic numerals.

The plan of the program for managing the development of personnel in the organization

General provisions;
- functions;
- rights;
- responsibility;
- relationships.

In accordance with the requirements of this document, the section "General Provisions" establishes:

The tasks of the employee;
- the procedure for filling a position, that is, who appoints and dismisses this employee;
- professional requirements for the employee;
- the main documents and materials that the employee must be guided by in his activities.

In the section "Employee functions" are defined:

Subject of reference or area of ​​work assigned to the employee;
- a list of types of work that make up the performance of the assigned functions (for example, registration of documents may include filling out cards, maintaining a file cabinet, issuing certificates, etc.).

In the section "Duties of the employee" the following features are indicated:

Related to the preparation of documents, the receipt, processing and issuance of information;
- involving the mandatory use of certain forms and methods of work (for example, periodic control over the formation of cases in structural divisions, briefings, etc.);

d.);
- requiring compliance with the deadlines for the implementation of specific actions;
- order of execution of orders;
- ethical standards that must be observed in the team.

The section "Employee's rights" defines the rights of the employee for the implementation of the functions assigned to him and the performance of duties.

The “Relationships” section indicates the departments and employees from which the contractor receives and to whom it transfers information, its structure and terms of transmission, who is involved in the execution of certain documents, with whom they are agreed, etc.

The “Job Evaluation” section lists the criteria that allow assessing the degree to which an employee fulfills his functions and duties, the use of rights, etc. The main criteria are the quality of work and the timeliness of its implementation. The quality of work is determined primarily by the fulfillment of the duties defined by the job description and other documents regulating the activities of the DOE service.

Personnel accounting
Personnel accounting
Personnel potential
Personnel potential of the company
Personnel reserve
Enterprise Personnel
Management personnel

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In order for a company to work successfully, it must ensure that its employees have a sufficient qualification level and meet the demands of today. When hiring a new employee, the personnel department is interested in ensuring that he meets the requirements specified in the vacancy as much as possible.

But even a highly qualified specialist can lose his qualification over time - new, more modern technologies appear that allow you to take the company to a new level, and ignorance of these new opportunities significantly slows down the growth of the company and the professional growth of each employee.

Professional training of personnel consists of three main components.

Each component is a set of processes united by one goal - to give the employee new knowledge and develop new skills.

1. Educational institutions that provide specialized education. Before getting to work, an employee must learn the basics of his profession and prepare a theoretical base. This is what universities do. But even if a university graduates highly qualified specialists - at least 10% of the information obtained from textbooks and lectures becomes morally obsolete by the time they receive a diploma - new developments, new methods, new data appear during this time. But, relying on the knowledge gained in an educational institution, an employee can always continue learning and self-improvement.

2. Self-learning, self-education. Throughout life, a person can engage in self-education - in order to gain new knowledge, you do not need to go to college again, it is enough to be able to find the necessary source of information and distribute your time and efforts in such a way that you have enough time to work and read the necessary literature . How intense this process will be depends on the ambitions of the person himself and on the goals that he sets for himself. If he does not strive for career heights, self-education will be the most minimal, so that only knowledge is enough to perform daily work. But if in the future an employee intends to move up the career ladder, he will always find a moment to read something related to his field of activity.

Self-education is almost always a necessity, since new conditions for production, improvement of the enterprise require new skills from employees - the ability to handle new equipment or transform a particular department. Modern conditions make it possible to engage in self-education on the job. There are many courses and advanced training institutes that allow you to gain new knowledge by studying on weekends or even remotely - via the Internet and e-mail. Such a system is not at all low-quality: if the employee himself is interested in additional training, he will complete tasks on time and send them for verification.

Self-education can take several forms and ways:

Reading new textbooks and methodological literature, followed by compiling a summary of what was read;

Analytical work with data to identify patterns;

Attending lectures, exhibitions, seminars;

Internships in other companies;

Studying the production processes of your organization;

Exchange of experience with colleagues at your enterprise and with employees of other enterprises;

Participation in scientific and practical conferences;

Additional courses and trainings;

3. Staff development. This form of education is activated when several employees need to acquire new knowledge and skills as a result of improving the work of the enterprise. This form of training is being implemented in stages. To begin with, the manager or the personnel department needs to clearly articulate what requirements are placed on each individual employee, what knowledge and skills he must possess, and how the employee meets these requirements. In other words, you need to determine the level of competence of each employee.

1.3 Organization staff development programs

Based on this, it is determined who needs to develop what skills in order to work more successfully and bring maximum benefit to the enterprise.

Next, you need to form a clear picture of the company's staff: how many employees there are, who does what and is responsible for what, how well each employee does their job. It is necessary to determine who leads the company forward, and who, on the contrary, slows down its development. At the same time, it is necessary to take into account not only the level of knowledge, but also the individuality of each employee - this is the key to a successful educational process. After all, every leader should strive to create such conditions at the enterprise that the employee is comfortable working, that he gives his best and wants to improve and grow professionally. Only in this case, the organization will be aimed at maximizing profits. If you make a mistake at this stage and incorrectly assess the personnel potential of the enterprise, a further program of additional training may not bring the desired result. If the personnel potential is assessed adequately, you need to prioritize and continue to move on.

Perhaps you will come to the conclusion that one of your subordinates could lead the department perfectly, since he is a natural leader and always leads the rest. It may turn out that some of the employees need additional training, and someone is much better at coping with the duties of a colleague than with their own. It is quite rational to send the first employee to courses, and transfer the second employee to another position, working in which he will bring more benefit to the company. After all, only stable and well-coordinated work of the entire team can become the key to the success and prosperity of the company.

A rational assessment of existing staff will avoid additional costs for hiring new employees. For example, you understand that you need a new specialist, but the company does not yet have the means to find him and provide wages. Take a closer look at your subordinates - perhaps someone has the necessary skills, and you can transfer him to a new position, and distribute his former duties among his colleagues. In any case, subordinates will support such a decision - after all, the wages that could go to another employee will be evenly divided between them - both you save money and financial benefits for them.

Also, personnel planning helps to stimulate employees to work more actively, and allows you to quickly perceive all the innovations in the work of the company. Approximately once every five years it is necessary to improve the qualification level of personnel. How - to decide the management of the company. This can be a series of trainings for the entire staff or for a separate department, sending individual specialists for training outside the company, stimulating self-education of employees. In any case, all these activities should be clearly planned in accordance with the work schedule and financial costs that the enterprise can afford.

What is staff training for? Firstly, in order for employees to receive basic knowledge that will allow them to work successfully in a particular position. Secondly, training helps the employee feel that the company cares about him and that he is needed by this company, that he works well and the company is ready to invest in his development. This factor encourages you to work even harder. Thirdly, training helps employees quickly respond to changes in the work of the company and quickly adapt to new conditions, learn new working methods that save time and bring more profit.

Training, retraining and additional training can be carried out both within the enterprise itself and outside the company - on the basis of educational institutions or training centers. If an employee has received basic theoretical skills at a university in his specialty, then periodic educational events within the enterprise will be quite enough for him. This method allows the employee not to break away from the main work immediately put into practice the knowledge gained. Such training is less expensive. In addition, by inviting trainers or lecturers to the company, you can train a group of employees at the same time, which is much more efficient and economical.

Personnel training is a sign of high corporate culture. This is a whole strategy that requires an integrated and balanced approach. This is an opportunity to select the most talented employees and promote the development of their talent. Finally, this is a way to form a team of highly qualified specialists who are ready to take on even the most complex projects.

Along with vocational training, corporate training must also be introduced at the enterprise. This is new knowledge and abilities that develop professionals and contribute to the maximum realization of the employee's abilities, stimulate the implementation of theoretical knowledge in practice, aim the team to achieve not only their professional goals, but also the goals on which the success of the company depends, and, accordingly, the level of their success. and wages.

Corporate training is both a means of improving the efficiency of personnel and a means of motivating employees. Corporate training has a number of its own characteristics. First and foremost, absolutely all employees of the company take part in corporate training. It allows staff to prepare for the innovations that management is going to introduce - first, employees are taught how to handle the equipment, and then they install it, first they are taught to work in new conditions, and then they are created. This reduces the adaptation period and ensures that all innovations pass as if nothing had happened and do not affect performance in the least.

Corporate training not only provides new skills, but also contributes to social development - it instills a team spirit, teaches you to work in a team and take responsibility for your work, and contributes to the emergence of new ideas. The purpose of corporate training is not to give as much knowledge as possible, but to improve the quality of work of employees. Colleagues learn to communicate with each other - in a business and informal setting, learn to solve problems together, work together for results, help each other.

They also learn by doing, and not just listening to a theoretical course of lectures. The motivation of employees increases: learning the peculiarities of the work of their colleagues, they strive to try themselves in a new field - as a result, new talents are discovered, old ones are improved.

Corporate training takes place in accordance with two methods - innovative and creative. The innovative approach is aimed at improving the existing experience - it is used to refresh in the memory of employees certain knowledge gained during their studies at the university. It is used by enterprises that are guided by old approaches to staff training and do not yet seek to revise the human resource management system. A creative approach pushes employees to new ideas, to a creative search for new ways to solve pressing problems of the enterprise. Naturally, this search is carried out on the basis of previously acquired knowledge and skills.

Corporate training costs a company a lot of money. But the result pays for everything with a vengeance: trained employees begin to look for new methods and ways of working that increase efficiency several times.

The cost of corporate training is a kind of advance that the company makes in favor of successful development in the future. Many companies in difficult conditions, reducing costs, seek to suspend funding for educational projects - and in 90% of cases they lose more than they get.

But, directing substantial amounts to finance educational projects, including the development of corporate training, it is necessary to constantly analyze its effectiveness in order to make adjustments if necessary - to allocate more funds to finance a separate educational project that gives maximum and quick results. Unfortunately, many companies believe that just the presence of educational projects can be limited - but this is not so. Constant monitoring allows you to determine how much the employees themselves are interested in a particular training, how well they perceive new information and implement it in practice. It is necessary to evaluate the quality of education from all sides: the head of the enterprise, the person responsible for the educational project, the people who conduct seminars and trainings, and the employees themselves should give their assessment.

To cope with all this one leader can not afford. Therefore, these responsibilities are usually assigned to the HR department, which should be the initiators and ideologists of corporate education.

3. Forms and methods of personnel development

Staff development - carrying out activities that contribute to the full disclosure of the personal potential of employees and the growth of their ability to contribute to the activities of the organization.

Such activities can be individual or group, carried out at the workplace or specialized, focused on the development of general or specific skills and abilities.

Development opportunities should be provided to everyone, because it increases not only work efficiency, but also management flexibility, improves morale, facilitates the delegation of authority, and ignoring the need for development, new knowledge and skills increases staff turnover.

The implementation of the modern concept of development involves increasing the flexibility of the training system, group forms of work, and replacing teachers with consultants.

Staff development can be general and professional.

Professional Development is the process of preparing employees to perform new production functions, occupy positions, and solve new problems, aimed at overcoming the discrepancy between the requirements for an employee and the qualities of a real person.

It requires significant efforts on the part of the candidate, therefore it is impossible without interest on his part. The motives here may be the desire to quickly master a new job, keep the old one or get a higher position, provide a guarantee of stability or income growth; acquire knowledge; expand contacts, become more independent from employers and competitive in the labor market.

The Russian labor legislation provides for the following types of vocational training for employees: training of new employees; retraining (retraining); training in second (related) professions; training.

There are two main forms of training: on the job and off-duty - in educational institutions (various centers, schools of working skills, courses, etc.). For beginning workers, a combined form such as apprenticeships is possible, combining on-the-job and off-the-job training.

Training of new employees- this is the initial vocational and economic training of persons admitted to the enterprise and who did not previously have a profession. . Pupils enjoy all the rights of workers, and they are fully subject to labor legislation, the collective agreement and other regulations.

The main forms of training for new employees in production, in accordance with Russian legislation, are individual, group and course preparation. In individual training, the student is either attached to a skilled worker or included in a team, where a foreman or another member of the team, a highly skilled worker, works with him.

The group (brigade) form of education provides for the association of students into special groups, classes with which are conducted by highly qualified workers.

The course form of training is used to train an employee in complex professions and is carried out in two stages: first, in a training group under the guidance of a master of industrial training at a specially created training and production base of an enterprise or training plant, and then at workplaces at an enterprise in a training group under the guidance of a qualified worker who is not released from his main job - an instructor of industrial training.

Retraining (retraining) It is organized for the purpose of mastering new professions by released workers who cannot be used for their existing professions, as well as by persons expressing a desire to change their profession, taking into account the needs of production.

How to develop a staff development plan

According to calculations, the cost of retraining an engineer is three times lower than the cost of finding and hiring a new one, who is also more likely to leave.

Training of employees for second (related) professions with an initial or higher level of qualification is carried out in order to expand professional skills, prepare for work in the conditions of the use of collective forms of labor organization, if it is necessary to combine professions.

Training- this is training after the employees receive basic education, aimed at consistently maintaining and improving their professional and economic knowledge (deepening, upgrading, bringing in line with the requirements of a higher position), skills. For this, production and economic courses, schools of management, special-purpose courses, schools of advanced techniques and methods of labor, and so on, are organized.

Modern advanced training programs aim to teach employees to think independently (including economically), solve complex problems, implement an entrepreneurial approach to business, and work in a team. They provide knowledge that goes beyond the position and stimulate the desire to learn further. However, the prospect of professional development activates only those employees who have not yet reached their ceiling.

Personnel planning

Planning for the use of personnel can be considered from two points of view: temporal and qualitative (see Figure 3.5).

From the point of view of a time perspective, two types of planning for the use of personnel can be distinguished:

1) short term regarding the distribution of employees to workplaces in accordance with the available capacities; a prerequisite for this is the conformity of qualifications, formed from the knowledge and skills of employees, with the requirements for jobs;

2) long-term in which the planning of the use of personnel is in close connection with organizational planning and planning of the use of technical aids; the task of this planning is to transfer the characteristics of each employee to the areas of work organization and working conditions.

From a qualitative point of view, two aspects can be distinguished in planning the use of personnel:

1) the allocation of employees to the disposal of structural units, which, in fact, is the planning of the deployment of personnel;

2) planning the use of individual and group working time; this includes developing work shift plans, part-time employment plans for base and support workers and employees, arranging the use of employees during an unstable work cycle (for example, with daily, weekly and seasonal changes in the number of retail customers); from this point of view, planning for the use of personnel includes vacation planning, planning for the participation of employees in various educational programs, etc.

The purpose of personnel development planning is to determine the activities by which the employees of the enterprise prepare for the future. The initial elements of this planning are (see Figure 3.6):

• knowledge and skills of employees;
• tasks that employees will be forced to solve in the future and which determine future requirements for employees;
• the needs of personal growth of employees and their desire to meet new requirements.

All activities carried out within the framework of personnel development planning should be aimed at eliminating the shortage of knowledge and skills of employees.

The goals of education planning are:

• acquisition of a qualified shift for the enterprise;
• creation of conditions for mobility and self-regulation of employees.

In personnel development planning, the following aspects can be distinguished:

• planning education;
• career planning.

Planning for the education of personnel includes activities for the preparation of:

• on-the-job training of company employees;
• employee training outside the workplace within the organization;
• training of employees outside the organization;
• self-education of employees.

On-the-job training is cheaper and faster, has a close relationship with daily work, and makes it easier for workers who are not accustomed to classroom learning to enter the learning process. But, at the same time, such training is limited to the scope of this workplace.

Training outside the workplace within the organization is associated with additional financial costs and the distraction of employees from their official duties.

Training and development of personnel in the organization

It allows not only to improve their qualifications, but to retrain and improve their general educational level. Training outside the organization requires even greater financial costs and longer distraction of workers from their duties. First of all, it is aimed at raising their general educational level, familiarizing them with the achievements of science and practice in the field of their professional activity. The worker is allowed to break away from daily work and expand their professional and social contacts.

The main task of career planning for employees is to ensure compliance between the needs of employees in job and professional growth, their potential and the needs of the organization in personnel of various specialties and qualifications.

It is possible to interest promising employees, increase their motivation and loyalty if they can realize their need for self-development, if they have a clear idea of ​​the possibilities of their career growth. To do this, the company develops individual development plans for employees, in the implementation of which both the employees themselves and the organization are interested..

The article addresses the following questions:

1. Why are individual employee development plans needed?
2. What does an individual development plan contain;
3. How an individual employee development plan is drawn up and what is its structure.

What is an individual employee development plan

An individual development plan developed for a particular employee is a list of training activities aimed at acquiring new and expanding existing competencies that ensure his professional development and career growth in this company. Such a development program is drawn up taking into account both the needs of the employee himself and the needs of the company, so its implementation brings benefits to both the employee and the company. For an employee, an individual development plan is one of the factors of non-material motivation that allows you to have a clear idea of ​​each stage of career growth and the measures that need to be taken to achieve it. The extent to which an employee is interested in the implementation of this plan, how effectively he fulfills the recommendations received, can also serve as a factor in material incentives when calculating bonuses or planning his further career growth. The company, through the implementation of individual development plans, increases the loyalty and professional qualifications of its employees, the quality of their work, the competitiveness of products and services provided.

An individual development plan, in fact, is a career plan drawn up taking into account the characteristic professional and personal qualities of an employee. It defines the priority areas and strategy for its development, gives recommendations, in accordance with which it will be able to systematically climb the corporate ladder. These recommendations are specific, they may contain a list of thematic trainings and seminars that an employee will need to take; list of skills to be developed. The plan may also include an increase in the level of existing knowledge, as well as the implementation of special projects and tasks that allow you to obtain an objective assessment of qualifications at each stage.

What should an example of an individual development plan for an employee contain?

Activities that contain an example of an individual development plan for an employee are divided into training, developing and reinforcing. A career plan may include:

1. external and internal training with or without interruption from work;
2. selfeducation;
3. participation in new projects in order to acquire additional skills and experience;
4. horizontal training and rotation;
5. training with a coach or mentor;
6. assistance and internships;
7. independent performance of additional tasks and assignments;
8. certification through assessment methods selected depending on the learning objectives.

An individual employee development plan is drawn up to achieve specific goals by the immediate supervisor, HR manager or the employee himself on the basis of assessment procedures and methods. It is necessary if it is planned to transfer an employee to a new position or expand his job responsibilities, if it is necessary to increase the efficiency of work in his position, to ensure the interchangeability of employees.

We talked about how to retain valuable and promising employees with the help of a well-built management system in the article.

Most often, training according to individual plans is carried out by employees included in the personnel reserve of the enterprise. For new employees, it is advisable to draw up individual development plans for six months, for the rest - annually. Development plans for high-potential employees can be drawn up for a period of three to five years.

In the Regulations on personnel training, which must be developed at the enterprise, or in job descriptions, the requirements for each step of the career ladder should be formalized. Clearly formulated evaluation criteria provide an opportunity for control and self-control at each stage of development. Based on these criteria and the company's needs for specialists, the manager and the employee must jointly determine what professional knowledge and skills, what competencies the employee needs to acquire and develop. This feedback allows you to take into account the strengths and weaknesses of the employee and draw up a plan that optimally allows him to realize his potential.

Training and movement within the organization, even if it is horizontal, is a good way to motivate employees.

How to create an individual employee development plan

An individual employee development plan is drawn up in several stages. The preparatory stage includes an assessment of the existing knowledge and skills of the employee, the definition of development priorities and the development of recommendations from the manager or HR manager. Then it is necessary to compile and fill in a table with priority areas for development and an indication of the activities necessary to achieve the goals. The table will also need to indicate the ways and timing of developing the necessary skills. After that, the individual plan must be agreed with the head or HR manager, they can correct and supplement it, and then approve it.

When compiling a sample of an individual development plan for an employee, it must be taken into account that the development activities listed in it must be logical and consistent, development must proceed according to the principle “from simple to complex”. The inclusion of an activity in the plan should be justified so that it is clear how it will contribute to the acquisition of a particular skill. It is also necessary to clearly indicate the timing of development activities and activities or their frequency.

Universal sample of an individual employee development plan

As a rule, an individual development plan has a universal structure. It contains information about a particular employee and a list of professional tasks facing him. In addition, the plan should provide specific recommendations that will enable it to achieve its goals:

1. develop corporate competencies and business qualities;
2. develop professional skills, knowledge and skills.

The plan must contain the item "Development Goals", it must be drawn up in a tabular form. The first column contains a list of specific goals, the rest indicate the timing of their achievement, the methods used or developmental actions. The plan should also include the item "Results of implementation". This item evaluates how the employee managed to achieve the tasks assigned to him. It can contain both the self-assessment of the employee and the assessment of the head or development manager, as well as the necessary comments and conclusions.

When deciding how to draw up an individual development plan, it should be borne in mind that today for this purpose you can use specialized software products or individual modules of universal software, which also organizes the registration and approval of applications for training and certification, calculates the development costs of each employee or member of the personnel reserve.

Going to the supermarket, you most often make a list of what you need to buy in advance. As a result, you are sure that you will buy what you really need. And you have enough time and money for all this. Even if not for everything, then for the most important thing. However, when working with personnel, we are often not guided by such a list-plan, but simply “put out fires”, following direct instructions from the management. Sometimes we still perform a series of actions that are simply repeated from year to year, like a ritual, although everyone has already forgotten the purpose and meaning of these actions (for example, we conduct an annual formal certification, celebrate the company's birthday, etc.).

So, which role do you choose - the role of an assistant, a fire brigade, or the role of a partner, the right hand of the leader, the person who helps to accomplish the company's most important strategic plans? If the first, this article will not be of interest to you ... If the second, read on.

What is a staff development plan?

This is a document that describes all the main actions for the quantitative and qualitative provision of human resources to achieve the goals of the organization for a certain period. Most often, such a plan is drawn up for a year. A little less often - for the next 3-5 years. A shorter period should not be considered as sufficient, because “when they do not know distant thoughts, they do not avoid close grief!”

Who needs a staff development plan and why?

Firstly, to you to plan all actions aimed at achieving the annual and longer-term goals of the organization. If such a plan is not created, some actions may be omitted (they will not be thought about, they will not be remembered, they will not be completed in time, etc.).

Second, again to you, in order to plan your time. Forget the phrase "everything in due time" and replace it with "everything in my time". In order for something to happen, you need to spend your time and the time of your subordinates. And if they are not included in your work schedule in advance, you will either simply not physically be able to do everything you need, or you will have to do something to the detriment of something.

Third, again to you to plan all costs and be sure that resources are available to finance them.

Fourth, a plan (including a budget) is needed to you as a tool for negotiating with the manager and colleagues when making decisions. It will make sure that there is a common understanding of problems and priorities and agree on coordinated actions.

Only fifthly, your plan needs leader, so that he can be convinced of the correct and targeted spending of resources.

And sixth, he needs finance department to plan costs and ensure the financial stability of the company.

Who draws up the staff development plan?

The plan and budget can "go down" from above or "break through" from below. In any case, the plan cannot be realistic without the consent of the direct executors, which means that they need to take part in its preparation. In our opinion, the best result is achieved when both options work in parallel - "plan and budget from above" and "plan and budget from below", and the final version is created in the process of negotiations between the parties.

Not only the result is important - the document itself with the name "Personnel Development Plan" - but also the process of its preparation and approval. During the work on the plan, a serious analysis of the business is carried out, problems and opportunities are explored, so that the personnel development plan becomes a kind of business development tool.

How to draw up a staff development plan?

Try first to make a plan and budget for the month, then for the quarter, for the year. Maybe the first time you don't succeed. It's okay, experience will come with time.

If you have any difficulties, you can invite a consultant.

Nine steps to plan:

1. Write down all the goals and objectives that are set for you and your department (and for the company as a whole, if these tasks require your participation). Determine the priority (degree of importance) of each goal or task.
2. List in as much detail as possible the steps needed to complete your tasks.
3. Determine the resources needed to complete each step. Calculate the cost of these resources.
4. Distribute the steps over time (in months, if possible - in weeks).
5. Calculate the amount you need for each month (week).
6. If necessary, break down the costs by function (selection, training, certification, etc.).
7. Identify funding sources (direct company funding, trust funds, other departmental budgets, external resources, etc.).
8. Coordinate budget with management.
9. Adjust the plan and budget in accordance with the results of negotiations with management. If possible, refuse to perform those tasks that received the least importance (priority) rating.

Below are three simple forms for drawing up a plan.

1. Primary form

2. Calendar form

3. Functional form

What's next?

Try execute planned, operational correcting if necessary, their actions, plans and budget in progress.

Daily When you put your plans into action, make sure that your actions and decisions are beneficial for your company.

Once a week note deviations from the plan and budget and take the necessary measures to correct them.

Plan at the end of every month a wrap-up meeting with management, peers, and subordinates to work together to determine what problems arose and what needs to be changed in the work in the next month. They say that “the results need to be summed up more often, otherwise they can let us down…”

Schedule at the end of the year enough time to develop and agree on a plan for the next year.

The road will be mastered by the walking ...

STAFF DEVELOPMENT PLAN STRUCTURE

1. Date, for what period and by whom it was compiled, by whom it was approved.
2. General provisions. Description of the current situation.

• Who are we?
• Where are we now?
• What are we striving for (a summary of the company's strategy, human resource management policy, etc.)?
• What are our rules of the game (opportunities, limitations, problems, threats, etc.)?

Test "Are we planning the development of personnel in the company correctly?"

Give answers (“yes” or “no”) to each of the ten questions. In the case of several "nested" questions, the answer "yes" is possible only if all questions are answered in the affirmative. Make the necessary notes right on the test and write out on a separate blank sheet of paper all the ideas that arise. Take your time. Answer all questions. If you can't answer a question and the question is within your area of ​​expertise, answer "no". Be extremely honest - you answer for yourself! GOOD LUCK!

1. Does your company have a personnel development plan? If yes, does it happen regularly? (NOT REALLY)
2. Does the personnel development plan take into account the long-term goals of the business, its strategy and values? (NOT REALLY)
3. Does the HR director/manager participate in the development of the HR development plan? (NOT REALLY)
4. Is there a budget section in the staff development plan? (NOT REALLY)
5. Does the personnel development plan describe only quantitative changes in personnel (downsizing and new recruitment), or does it also contain qualitative changes (necessary training activities, personnel movements, reserve training, performance assessment, certification results, corporate culture formation activities)? (NOT REALLY)
6. Does the staff development plan include a calendar plan with activities and events scheduled for specific dates or periods? (NOT REALLY)
7. Does the plan have designated responsible/performers for all activities? (NOT REALLY)
8. Is the staff development plan and budget for the next calendar/budget year approved by the manager before the start of the year? (NOT REALLY)
9. Does the personnel development plan and budget change significantly during the year, are they being implemented? (NOT REALLY)
10. Is there a significant number of activities not reflected in the staff development plan during the year? Is the main work of the HR/HR department aligned with these changes? (NOT REALLY)

If you succeeded 10 "no" answers- dont be upset. This situation is still common. Everything is in your hands - change the situation.

If you have 1 to 5 "yes" answers: you are making progress. Keep it up! Think of specific actions that are needed to increase the number of positive responses to ten.

If you have 6 to 8 yes answers: very happy for your company. You are probably the right hand of the leader in the implementation of ambitious development plans. And I have little doubt that these plans will come true.

If you answered positively on 9 questions: I think we have already met at one of the trainings.

If you answered positive for 10 questions: Please contact me! You must be known! Surely your company is included in the Fortune 500, and you have already received more than one award as the best HR manager!

The desire for continuous development is a sign of professionalism, with which a specialist increases both his own efficiency and the efficiency of the organization where he works. It is no secret that managers in the vast majority of cases want to see high-potential employees in their team who are ready to develop their own competencies, taking into account the strategic goals of the company. Obviously, the motivation for such staff is to provide opportunities for self-development. But it is almost impossible to effectively conduct the process of developing a specialist without a clearly drawn up plan. In addition, it is important to keep in mind that the approach to developing, for example, a bank employee and a sales manager will be different, and there is no universal “recipe” here. An individual development plan (IDP) is the development assistant for a particular professional.

Planning for individual development- This is an approach that involves the independent control of the employee over the process of his own development.

Those companies that understand the importance of developing their employees are clearly aware of the need to form an IRP, the main tasks of which are:
development of individual learning strategies;

• knowledge management;
• formation of intellectual capital;
• improving the efficiency of management in the organization.

To solve these problems, companies conduct annual staff assessments, development centers and other assessment activities aimed at studying the performance of each employee: determining their strengths and weaknesses, skills that need to be developed or identifying the need to develop additional competencies to move to problem solving higher level.

In order to help managers and HR professionals build the process of employee development correctly, sitessia has developed a convenient and useful tool - Collection of developmental actions, which in an interesting and accessible form sets out practical recommendations for drawing up an individual development plan. Following the recommendations of the collection will allow the employee to master effective ways and methods of development, as well as determine which professional skills need to be developed or additionally mastered, and immediately begin the qualitative development of the selected competencies.

In order for the developed development plan to be effective, before it is drawn up, it is necessary to understand what achievements, skills and knowledge the employee already has, and also to determine what the need for development is. It is important to see both strengths and areas of development in the context of the work environment.

The method of individual development planning will be useful, first of all, in cases where the criteria (competences) were formulated in advance, and their formal assessment was carried out. Due to the fact that an employee can develop only from 1 to 3 competencies at the same time within one year, it is advisable to choose the most relevant of them.

Personal development: where to start?

By participating in the process of individual development, the employee takes responsibility for determining their own priority development needs, choosing learning objectives, methods and techniques, and evaluating their own results.

The process of any development, including individual development, can be conditionally divided into several stages:

• The first and most important step on the path to personal development is understanding of the need for this development. Here, an HR specialist can come to the rescue, who will advise the candidate or provide him with the necessary assessment data based on the results of the activities carried out. But, we repeat, the decision on development is made only and directly by the candidate himself.
• The second stage will be definition of the sphere or direction of development, in which data from one or more sources provided to the employee by his manager or HR department will be useful. This includes: the results of the annual assessment, passing the development center, feedback from colleagues, etc.
• To systematize the information received, the Universal Competency Model SHL - UCF (Universal Competency Framework) is available, where the employee is invited to analyze the degree of manifestation of 8 factors in himself, such as: leadership and decision-making, support and cooperation, interaction and presentation skills, analysis and interpretation and others
• Third stage - analysis of the features of the learning process, awareness of the specifics of their learning style and the reasons that may affect the effectiveness of work. At this stage, the candidate determines their student profile and preferred teaching methods.
• Stage four - direct formation of an individual development plan, for which it is necessary to determine the result for each direction of development (based on SMART technology), select the necessary developmental actions, indicate the deadlines for their implementation and those colleagues who will be included in this process.

In order for the planned development plan to be implemented in accordance with the set goals, it is necessary to regularly monitor the compliance of the set goals with the results. Such control must be carried out together with the employee once every 3-4 months, or depending on the schedule of development activities. Here it is necessary to focus not so much on the achievement of certain results, but on the implementation of the development actions themselves.

Practical advice on preparing an individual development plan, including an example of how to complete it, can be found in Collection of developmental actions company sitesssia .

You can get more detailed information about this tool and the features of working with it from your account manager or at the offices of the ssia website.