For operational management, it is no longer enough to obtain information about various aspects of the enterprise’s activities, analyze and evaluate its activities, and develop, on their basis, directions for improving the enterprise’s activities. The next stage is the estimated profit management of the enterprise.
Estimated profit management methodology is a comprehensive system of measures for the implementation of basic management functions, including the development of general tasks and specific goals of the enterprise, the preparation of long-term and short-term profit plans, a system of periodic reporting for each center of responsibility and a procedure for verifying the implementation of management decisions and performance results.
7. Implementation of profit plans;
At the first stage of the budget management process, factors affecting the activities of the enterprise are identified and their impact on the results of work is assessed. During the survey, internal and external impact factors are identified, and they are divided into controllable and uncontrollable in terms of time impact into short-term, medium-term and long-term ones.
The department focuses on solving two problems:
Impact on controllable factors;
Carrying out activities under conditions of uncontrollable factors that may affect the sustainability of the enterprise.
Thus, the problem of using the potential positive impact and reducing the potential negative impact on the enterprise is solved. Management must constantly assess and analyze factors in the economic environment, and all levels of management must be involved in the process of this analysis in order to cover the most complete amount of information.
A special point of the first stage of the budget management process is an objective assessment of the strengths and weaknesses of the enterprise’s activities, for the implementation of which almost all companies abroad resort to the help of independent auditors. During this analysis, strengths and weaknesses are classified according to the principle of their belonging to long-term or short-term potential.
The strengths of the enterprise include the following:
1. Qualification (quality) composition of employees;
2. Stable financial position;
3. Properly constructed, established and coordinated work of management structures.
The main weaknesses may be:
1. Insufficiently innovative and decisive marketing strategy of the enterprise;
2. A large percentage of returns of sold products due to their poor quality;
3. Insufficient attention to long-term social problems, etc.
The development of general objectives of the enterprise, which is the second stage of the budgetary profit management system, is the responsibility of the highest level of management, which carries out this activity based on the results of an assessment of influencing factors and an analysis of the strengths and weaknesses of the enterprise. In the formulation of general goals, the “purpose” of the existence of a given organization is expressed in a generalized form. This is a kind of foundation on the basis of which the enterprise develops. The formulation of the main directions of development should be long-term in nature, i.e. This means that in the future the enterprise must carry out activities in accordance with the formulated objectives.
1. One of the main goals of the development of any Russian enterprise is to maintain a high level of its reputation for external partners. The external position of the enterprise should be characterized by high ethical qualities, honesty in the actions of all representatives of the enterprise with clients, high quality of work and services performed, and a real assessment of their capabilities.
2. Constantly increase sales volumes by expanding the range of products and penetrating new markets.
3. By producing and selling only high-quality products, strive to increase the number of regular customers and clients.
4. Ensure the desired level of profit on the capital invested by shareholders, which will ultimately contribute to the expansion and more dynamic development of the enterprise.
5. Increasing the enterprise’s contribution to the solution of public programs, to the system of training and retraining of personnel, the purpose of which is to improve the social and economic condition of workers.
6. Implementation of positive and dynamic management activities, the effectiveness of which ultimately determines the competitiveness and prosperity of the enterprise.
The goal of the third stage of developing a program for planning and profit control is to specify the general objectives of the enterprise and move from the area of general information to the area of specific planning data. This stage of work on plans will provide both quantitative and qualitative characteristics of the goals of the enterprise for the coming future.
Specific goals are developed both for the main centers of responsibility and for the enterprise as a whole, and are taken into account when developing strategic and tactical profit plans. It defines such goals as expanding or narrowing the supply of goods and services, growth trends, profit volumes, profitability levels, pricing policies, cost reduction policies, mandatory cash levels, areas of research and human resources, labor productivity levels and other information. , supported by quantitative estimates of expected results.
The enterprise strategy includes the main directions, paths and tactical methods used in activities to achieve the goals and objectives of the enterprise. The strategy can be developed for the short and long term. The purpose of developing an enterprise strategy is to further search for the best ways to achieve set goals and objectives. To illustrate possible approaches to solving this problem, we offer a strategy option for large enterprises:
1. Strengthen your position in the market by increasing the competitiveness of products. Why:
a) conduct research work in the field of developing new types of products and improving the quality characteristics of manufactured products;
b) ensure the growth of employee qualifications;
c) achieve improved quality of control over the use of equipment;
d) develop a new marketing program that carefully studies the tastes and needs of consumers.
3. Increase production efficiency by:
a) improving the quality of labor and increasing worker productivity:
Improved product quality control;
Training and retraining of personnel;
Increasing the share of mechanized and automated labor;
b) use of the latest models of production equipment, expansion of computer security.
5. In order to increase the overall level of profitability in accordance with the set goals, you should:
a) strengthen positions in the market;
b) improve cost control at all levels and link production costs and other costs to gross output.
Executive instructions or guidelines for the implementation of the planning process should become the basis for the involvement of all levels of management in the planning process. They provide special instructions that the head of each responsibility center receives, along with certain planning information, determined on the basis of the developed goals and objectives of the enterprise, and serve as the basis for the development of short-term and long-term plans for the activities of his department. At this phase of developing a program for planning and profit control, an important point is a clearly established system of information interaction in a given organization. In our opinion, these executive instructions should be appended to:
1. Report on the general goals of the enterprise;
2. Specific goals and objectives;
3. Summary of the overall strategy of the enterprise;
4. Factual data both for the enterprise and for the industry as a whole;
5. Economic statistics, including economic development projects;
6. A planned calendar that strictly defines the time limits for the development of profit plans for each responsibility center, as well as distributing responsibility for working on each section of profit plans;
7. Unified forms of documents that are developed by the head of the profit planning and control program and will be used by all structural divisions of the enterprise.
All the considered stages of the estimated profit management methodology have the goal of creating a basis for the development of strategic and tactical profit plans. Each responsibility center draws up its own activity plans, which are approved by the management of the enterprise and summarized in general strategic and tactical profit plans.
The next step is the process of implementing the developed and approved plans, which is preceded by the procedure for distributing copies of the plans among the persons responsible for its implementation. Complete copies of the profit plan are provided to the management of the enterprise and chief specialists, middle and lower levels of management - only individual parts and sections of the plan that directly affect their type of activity. So, for example, the head of the sales department does not receive the entire profit plan, but only part of it, which is related to the activities of this department, namely: the sales plan, cost estimates, advertising cost estimates. Thus, the profit plan, on the one hand, represents a single integrated scheme of the activities of the entire enterprise, on the other hand, it must represent a system from which any responsibility center can identify estimates that reflect the specific activities of a given unit.
After the profit plan is distributed among all levels of management at the enterprise, meetings should be held on the implementation of the plan, various problems of implementing the enterprise’s activities in accordance with the developed profit plans should be discussed, in particular, special attention should be paid to the importance of a flexible approach to the implementation of the plan and the need for constant monitoring of activities. During these meetings, the entire management apparatus is covered and the range of their responsibilities and general planning tasks are communicated to managers at various levels. This procedure is very important for strengthening the relationship between different levels of management in the organization, for the implementation of current activities and control.
As ongoing activities to implement plans become necessary, it becomes necessary to provide periodic reports. They should be produced monthly, but some ad hoc reports can be produced more frequently in real time if necessary. They should include:
a) comparison of real, actual performance results with planned ones;
b) assessment of emerging deviations.
Reports on internal and external financial results are prepared separately.
External reports are divided into:
a) reports providing statistical information about the activities of the enterprise;
b) special reports on specific problems;
c) periodic reports on the implementation of plans.
The latter reflect the process of continuous internal control over the results of production activities. This information, which makes it possible to coordinate the work of individual responsibility centers, is presented in the form of reports. Reports are also used as a basis for control. Control reports consist of a comparative analysis of actual and budgetary activities and attempts to identify deviations.
Based on formal control reports, informal information, managers evaluate the action that should be taken: adjust current operations, revise operating budgets, revise or close a program.
The technological management process includes a number of procedures that are enshrined in the internal regulatory documents of the enterprise.
Management procedures are the basis for improving information subsystems and the management system as a whole.
Typically procedures include:
The circle of employees involved in the generation of accounting data;
Responsibility of employees for the accurate reflection of data in documents and records;
The procedure for employee relations in standard situations when maintaining records in primary documents and in the event of a deviation;
Technical means of control;
Control procedure;
System of primary documents and document flow.
As an example, we can consider one of these procedures used at a Russian enterprise. This is a system for monitoring the reliability of product accounting as part of a unified technological management process.
As noted in Western literature, the main factors influencing internal control systems are:
Activities and decisions of the board of directors, audit committee and senior management;
Performance and reward criteria;
Code of Conduct and Ethics;
Internal and external audit;
Legislation.
The Foreign Corrupt Practices Act imposes the following requirements on the internal control system:
Authority - each employee is given certain powers of action and signing authority;
Documentation - all transactions, except fictitious ones, must be reflected in documents within the specified time frame, account and amount;
Security - ensuring the safety of valuables by limiting access to them;
Reconciliation - comparison of data from mutually controlling documents;
Valuation - the amounts reflected in the documents must be reviewed periodically to confirm them.
Recently, new elements of the internal control system for our country - internal audit - have also begun to appear at Russian enterprises.
The internal audit service, formed in the management system, is aimed at strengthening the internal control system. The object of this service is management accounting, which constitutes a trade secret of an enterprise in a competitive environment. The service must exercise continuous on-farm control over the implementation of internal and external regulations.
Thus, the system of internal control and the formation of internal reports on financial results is an essential point, because it allows timely identification of deviations of actual results from planned ones and taking effective measures.
The last stage of implementing the methodology for planning and controlling profits directly follows from the previous one, because based on activity reports. Here, ongoing monitoring of results should be carried out, deviations of actual results from planned indicators should be identified, the causes of deviations that arise should be studied, and solutions to correct the current situation should be developed. It should be borne in mind that in the process of developing a plan it is impossible to foresee all the random factors that affect the activities of the enterprise, therefore it is operational control and current reports on the results of activities that reflect all moments of collision with circumstances not provided for in the plan. The plan is not an instruction to which the activities of the enterprise are rigidly tied, but is a set of general goals, the process of implementation of which is characterized by flexibility. It follows that all the phases of estimated profit management discussed above are in close relationship with each other and with the entire process of the enterprise’s activities.
Tourism is a specific branch of the economy, which includes the activities of tourism enterprises to provide a range of tourist services and sell tourist goods in order to satisfy human needs that arise during his travel (trip).
The product of the tourism sector as a sector of the national economy is the right to consume certain types of services, while the services themselves are created in other sectors of the economy.
To illustrate possible approaches to solving this problem, we offer a strategy option for large enterprises:
1. Strengthen your position in the market by increasing the competitiveness of products.
2. Strive to ensure that the majority of financial transactions are carried out using own rather than borrowed funds.
3. Increase production efficiency.
4. Increase the competence of management personnel, for which a plan should be developed to improve the qualifications and quality of specialists.
5. In order to improve the overall level of profitability in accordance with the set goals.
The method of budgeted profit management is a systematic approach to planning, carried out at all stages of the organization’s activities, consisting of the following sequential stages:
1. Assessment of the main factors affecting the activities of the enterprise;
2. Determination of general goals and directions of development of the enterprise;
3. Development of specific goals and objectives of the activity;
4. Development of enterprise strategy;
5. Drawing up executive management instructions;
6. Development of strategic and tactical profit plans;
7. Implementation of profit plans;
8. Drawing up performance reports;
9. Review of performance results.
Drawing up a personal life plan for self-development using an example.
Why make a plan
The point of making a plan for the year is to live a happier year than without a plan. The plan should lead us along the path of a happy life. Support our growth above ourselves. Expand our capabilities and grow our self-image.
The annual plan structures our development and pushes us lightly in the back when we stop. It should contain goals, the achievement of which is significant for us. It is extremely valuable to be effective; the annual plan serves this task.
And “keeping goals in mind” is a slingshot that smoothly turns into a TV remote control.
I've been planning goals for 5 years now. To convince you of the benefits of drawing up a plan and not clutter up the article, it is difficult for me to give not hundreds, but just one strong argument. I heard that everyone wants to “travel and lie under a palm tree.” Without work is a boring fairy tale. So I work and live in palm countries 260 days a year.
The plan must expand our freedom, and not squeeze us into the framework of old and imposed goals. If our lives are constrained: the obligation to earn a living or to work towards other people's goals, then it will be more far-sighted to make a plan to change our lives.
Basic principles of life planning
At the first stage, we make a draft list of goals. It’s convenient to start collecting goals and taking a closer look at them in December. You can test them to see if they suit you; if it’s vocals, go for a trial lesson.
But even before starting to draw up a plan, it is useful to accept the principles so that moving according to the plan will be a joy:
Target Sources
The main source of goals for the year is our personal meaning in life.. If we have compiled it, it will be much easier for us in the future: to determine what is valuable to us in the year and what to discard. Or we will start from the idea of what we want to achieve in 5 years. I give abbreviated examples.
My draft version of the personal meaning of life: figure out “Who am I?” and where I am.
Goals for the year: read books on psychology, philosophy, religion. Expand the “I” – unusual behavior, roles, habits, self-image, travel.
Results of year planning
We don't know what will happen in a year. We can be wrong about our desires. Example – we planned to move to the city center, but went abroad. The plan was not fulfilled - we just changed.
We are making a plan for the New Year. If it comes true, we will be delighted. And an unfulfilled plan will remain in our head as an unpleasant burden. That's why we're cunning.
The plan for the beginning of the year is taken as 100%. We fill that 25% of free space with new goals. We consider everything based on the original plan, and additional goals are considered as exceeding the plan.
A plan is necessary so that we feel better, so that it fills us with the will to move forward, and does not slow us down. An order of magnitude more will happen in life than is written in the plan. Unplanned meetings with friends, spiritual gatherings, some joyful moments. But they will not be taken into account in the plan. Remember that moving according to plan is part of life, not all of life.
What matters is not the correct plan, but the planning of life itself.
Many of us think about self-development at a certain stage of our lives, but at the same time we don’t know at all where is the best way to start our own change. To avoid such confusion, at the very beginning of the path of personal growth, you must first of all create a self-development plan that will help you calculate your own capabilities, as well as think through the necessary strategy for achieving results.
Where to begin? Your first steps
Before you create a plan for self-development, you first need to carefully analyze your life now: all its aspects, from work to personal life. This analysis helps to identify all the “gaps” in your life, and, among other things, shows what needs to be changed in the near future. After such a “medical examination”, start drawing up your plan.
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There is only one piece of advice here - a self-development plan is a purely individual thing, which the individual must draw up himself without anyone’s help. This does not mean that you cannot use individual fragments, but you should not copy it completely. Don’t forget, you adapt it to yourself, taking into account all the features of your character, as well as other traits of your personality.
When creating a self-development program for yourself, first of all, do not be afraid to experiment - decide on something new. It is not necessary to radically change everything at once, but it is necessary to build a gradual change. When creating a plan for personal self-development for the year, do not forget to also pay great attention to your creative development - this will make the abstinence period much easier for you, which will begin to appear some time after changing your behavior pattern.
Don't focus on one thing - develop comprehensively - let your knowledge deepen in different areas of activity with the same progress - this way you will have a significant advantage over other people.
Ten must-haves
Any individual self-development plan should include the following tasks that will help a person in his quest to become a better person. At first glance, these rules are simple, and their implementation does not carry any semantic meaning, but nevertheless, these ten whales will help deliver your “planet” to the desired destination, making a sphere out of its pie shape.
1. Desperate situation
Remember that the most terrible, deadly enemy for any representative of humanity is himself. Your secrets, past, previously made mistakes - all this will lie on your shoulders, creating a colossal burden on yourself. Let go of everything! Throw away everything that happened before, leaving for yourself only bright memories that will bring you nothing but joy, and then plunge headlong into the abyss of any work that interests you: it doesn’t matter whether it’s a simple hobby or another hobby, the main thing is to occupy yourself with it and soon you will you will see that all the problems that previously caused you trouble are simply forgotten;
2. Always say yes!
Of course, within reason. Remember the funny film where Jim Carrey’s character chose a similar behavior strategy for himself - he only said “yes” to all requests. By pursuing such a life policy, each of us can experience a lot of new and exciting things, because any self-development plan is aimed at this. Go to another city for a picnic - yes! Walking in the rain in rubber boots with funny ducks - yes! You will see, your life will sparkle with new, bright colors that will help you overcome your complexes along with shyness. The only thing is, always stick to what is reasonable, not allowing yourself to be drawn into dangerous games or fraud;
3. There was a minus, but now it’s a plus
The personal self-development plan includes the ability to turn any shortcomings into the most expressive positive traits. Don't be afraid to admit to yourself that you are not perfect or perfect. Ideal people do not exist - it’s a myth, but why doesn’t each of us strive for it?
If you understand that too angry– welcome to the gym, where your anger will serve as an excellent source of additional energy during exercise. Love to gossip- write a book in which you can pour out your soul without fear for your reputation. The main thing is to try to direct yourself in the right direction, becoming a self-sufficient person;
4. Pavlov's method
Absolutely any self-development plan is based on developing habits that in the future will help you not even think about this or that action. Develop habits that will help you achieve any goals, while the automaticity of their actions will help you open your mind to everything new, because you no longer have to dwell on the old;
5. Renunciation
Forget about negativity forever. If certain situations or actions cause negative emotions in you, then eradicate them, and if this is not yet within your power, then try to avoid them.
A self-development plan is the necessary therapy that will teach you to see only positive qualities in everything. It is important not to confuse this with a worldview with rose-colored glasses - these are completely different things. A person will see the situation as it is, but at the same time, he will strive to look for positive moments or lessons in it that will be useful in his life;
6. Looking in the mirror
Imagine yourself as the person you would like to be. Let it be illusoryly ideal - it all depends on the flight of human imagination. After seeing the picture, try to start behaving like this, at least for several hours a day, gradually increasing the time. You will see how people’s attitude towards you, and your attitude towards yourself, will change. Gradually, a person himself will begin to believe in certain traits of a fictional character, bringing him closer and closer to that ideal of aspiration;
7. Imagination is your greatest weapon.
A self-development plan requires, first of all, the ability to abstract yourself from life, giving free rein to your imagination. Dream of changing yourself, strive for it - dream about how you will change, and then the result will not keep you waiting, because all your thoughts will materialize. Don’t be shy about your flight of fancy - after all, at heart, each of us remains a child who dreams of recognition, success, and praise;
8. Failures
Only a certain stage - any example of a self-development plan requires accepting your own failures as a necessary step to success. Let failures be a life lesson that will help you avoid mistakes in the future. If you are mocked, then let these barbs only strengthen you - use them as your own armor, thus you will become invulnerable to insults, as well as defeats;
9. Catch a wave
Try to tune into their thought waves while talking with other people. During a conversation, put yourself in the shoes of your interlocutor, make his thoughts your own, his beliefs - thus, a person trying on the “suit” of another, you can take a lot of useful things for yourself from the personal qualities of your interlocutor;
10. Calculate your strength
Don't take on too much, don't try to take on the whole load at once. Dose the loads on yourself - increasing them gradually, giving yourself time to rest - leave a few hours for yourself when you are not striving for self-development, but simply relax. If you do not devote enough time to rest, then severe fatigue will appear, which will bring all your efforts to a complete zero.
All these rules, or rather advice, will help any person who wants to change their life to carefully consider a self-development strategy in such a way as to avoid failures or at least minimize their damage. Thus, it will be an excellent tool to achieve your desired goal.
“Make your shortcomings your name, and then no one will ever be able to offend you.”
Tyrion Lannister
What to avoid when drawing up a development plan
When drawing up a plan for personal self-development, first of all, avoid imaginary goals, those that in fact are not specifically your goal, but just a desire to please simply others. Remember, this is just your life, you can’t pause it and then just click continue or rewind. Don’t listen to the advice of others about where you want to go - each of us knows much better what he needs, unlike others.
Listen to those who respect your choices and truly believe in you and your strengths. Surround yourself only with such people, and not with lying masks instead of faces. Give up activities that do not allow you to move forward, but on the contrary, pull you back. It could be a job you don’t like, your social circle - all this will nullify any self-development plan, any of your aspirations for the better. Avoid backbiting criticism from those who sit still all the time, not moving forward. They are extra ballast, which, apart from sadness and anger, will not bring you anything new. The main goal of such individuals is to prevent someone from becoming better than them, because then they will be behind everyone else.
Self-development plan for a year - four seasons to become better
There is no need to write out detailed development plans for each month and day - you must do this yourself, but now you will be offered a layout of a personal growth plan, which is based on the four seasons of the year. Winter, spring, summer and autumn - these are the main blocks into which the individual self-development plan will be divided.
Why this particular choice of timing? Everything is very simple - the rhythm of life of each person is purely individual, which means it may differ from others - simply, he may not have time to do everything in one month, but at the same time he can easily make up for lost time in another. At the same time, you need to realize that everything indicated in this article is just a template. Everyone is free to change it for themselves as it will be convenient for them. There is no need to completely copy the work, you just need to take its idea. Take your idea, attach it to this template, add more detailed steps - the perfect development plan is ready, all you need to do is just follow it, without giving up under any circumstances.
So, your plan for the coming year, thanks to which change will begin to occur, looks like this:
- Winter– preparing yourself, searching for like-minded people to find your destiny, summing up;
- Spring– changing and organizing personal space, both at work and at home;
- Summer– the goal is to change yourself, to become better;
- Autumn– it’s time to start studying, as well as self-education.
Let's now look at each block separately.
Winter
The first - winter - includes at the same time an analysis of oneself, one’s life (successes or failures), but at the same time also summing up the results in December. Don’t be confused by the fact that this quarter has been divided for a while - your main goal now is to understand yourself: your desires, ideas and fears, so that you can then find like-minded people with whom you will begin to move up the curve. Society is also necessary so that there is no feeling of loneliness, loss, which, when felt, begins to give up and the fire in the eyes goes out.
Spring
Second quarter - spring - changes in the surrounding space. A self-development plan will bring results much faster if your usual environment is changed. Do some minor redecorating or just buy new sofa cushions. It doesn’t matter what or how, but you must change not only your inner, but also the real world around you. Throw away old things (just throw them away, don’t take them to the dacha) - with this method, a person on a subconscious level lets go of all his negativity, anger - remember, everything is in your power, the main thing is just to want it.
Summer
The third period - summer - transformation of oneself. During these three months, do what you have wanted for so long - change your hair color, haircut or clothing style. Don't be afraid of drastic changes - remember that everything can always be returned to the initial stage. Express yourself through your clothes - wear what you want and in the style you like. Become more confident in yourself and your abilities. The only point is that in the desire to surprise everyone, do not turn into a buffoon whose goal is simply to stand out through expressiveness. Just be yourself: do not change your aspirations and desires.
Autumn
The fourth period is autumn - all training begins during this period. The self-development program involves attending various seminars and trainings - where trainers share experiences that can help others overcome difficulties. By attending such training events, each of you can discover something new: different ways and tools for achieving results.
This distribution is very convenient, because as mentioned earlier, it does not contain specific instructions - just the direction in which direction is best to move now. In this case, you choose the sequence of actions yourself, the main condition is not to go beyond the time frame of this stage. Everyone independently chooses how to achieve the result and in what way, without wasting extra time on allocating the main time throughout the year.
Conclusion
In conclusion of the article, it is necessary to emphasize the fact that there are only specific and effective methods for constructing a personal development plan - there are only tips for its preparation. You should also not be afraid that you will have failures - this is normal. It will also be normal that at first you will not cope on time. Realize that such a self-development program is not a one-time stage, but a cyclical training that must be repeated regularly if you do not want to stop developing.
Don’t expect instant results - learn to enjoy even minor successes, because if not you, then who will believe in you? Free yourself from the oppression of minor problems, various mediocrities - they are not worth your attention, as well as your nerves. No technique will bring the desired success if a person constantly loses his fortitude from failures and criticism. Think about yourself, about why you started all this. . Strive for something new, study yourself, and ultimately accept yourself for who you are - all this is the key to a successful, self-confident person who has overcome internal fears and complexes.
Thanks to the rapid development of market relations and information technology in the last years of the 20th century. The perception of development and its role in the company’s competitive advantage has changed significantly.
Personnel development is a qualitative change that helps to unlock the personal potential of each employee and increase their ability to bring greater impact to the organization and society.
Traditionally, personnel development involved a set of measures, including vocational training, advanced training and retraining of employees. Forms of development implementation include rotation, career planning, reserve.
In modern dynamic conditions of functioning of organizations, the development of employees should be carried out systematically, purposefully and continuously and be aimed at timely training of employees to solve new problems, pursuing goals determined by the needs of the organization. In addition, development should be aimed at qualitative improvement of both professional and individual characteristics of employees (Fig. 5.3).
Rice. 5.3.
The implementation of the principle of continuity involves a transition from the “education for life” approach to the “life-long learning” approach. In 2002, a report by the European Commission defined lifelong learning as “a set of deliberate activities (both formal and non-formal) undertaken by actors on a continuous basis with the aim of improving their knowledge, skills and competencies within existing institutional capabilities.”
Continuing education is a process of personality formation, which involves the creation of educational systems that are open to people of any age and generation and accompany a person throughout his life, contribute to his constant development, involve him in the continuous process of mastering knowledge, skills, habits and ways of behavior.
The development process should include the design of the desired model of behavior, which should lead to the achievement of the organization's goals, as well as coaching - influencing personnel in order to increase the effectiveness of their behavior.
Personnel development can be general And professional.
Under general development refers to the formation and improvement of qualities in the organization’s employees that are not directly related to their professional activities. Under professional development understands 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, the process of filling the components of a person’s professional experience with new content. The professional development of an organization must be considered from two perspectives: from the perspective of the human factor (a person as a bearer and owner of professional experience) and from the perspective of the formation and development of the organization’s personnel potential (development of the organization’s job structure, the need for which is related to the professional experience of personnel necessary to solve problems, facing the organization).
The structure of goals and objectives for personnel development is presented in Table. 5.8.
Table 5.8
Structure of goals and objectives for personnel development
|
development |
Personality |
Organization |
||
|
Strategic Goals |
Improvement adaptive abilities and development innovative |
Deepening and expanding one's own security and personal stability. Personal potential development |
Development of human resources, development of the team as an aspect of group management |
|
|
Operational and tactical objectives |
Improving professional knowledge and abilities. Traditional work with personnel, their training |
Orientation of employees towards a professional career within the organization. Development of personal creative potential |
Personnel development in accordance with organizational changes - organizational development of employees |
|
Main areas of personnel development are the following.
- 1. Improving the quality of human resources, i.e. developing the necessary competencies of personnel that will allow them to master new forms of work; increasing work motivation; development of communication connections, teamwork skills, etc.
- 2. Improving organizational culture, including:
- social and professional adaptation of personnel;
- improving the psychological climate in the team;
- analysis and adjustment of organizational culture in accordance with the directions of change.
- 3. Improvement of personnel policy and organizational structure of personnel management, including:
- search for new forms of organizing labor processes based on the principles of reengineering, total quality control, and the creation of quality working groups;
- improving communication processes; implementation of information systems, etc.
The need for professional development is determined by identifying the gap between the actual knowledge and skills of employees and those required to solve current and future problems, i.e. by identifying between existing and future competencies. The composition of key competencies is determined through an analysis of the organization’s activities, identifying problem areas and promising areas of development.
The development needs of an employee are determined using assessment procedures (certification, within the framework of the management by objectives method), based on the results of which a development program for a new employee is drawn up. This process also takes into account factors that influence the need for employee development: the dynamics of the external environment, the emergence of new models of equipment and technology, changes in the strategy and structure of the organization, the need to master new types of activities (Fig. 5.4).
Rice. 5.4.
Thus, personnel development is focused on the development of the organization’s personnel potential, in which the leading role belongs to the individual development of employees, which includes the following Aspects.
- 1. Career and movement.
- 2. Development goal (expected result).
- 3. Key areas of development:
- workplace development;
- special assignments, projects;
- learning from the experiences of others;
- receiving feedback;
- self-study;
- trainings and seminars.
- 4. Assessment of development results:
- achieving development goals;
- implementation of training plans;
- rotation (internship).
The personnel development strategy is determined by the organization's strategy and is defined as a model of actions aimed at creating a set of requirements for the work of personnel to achieve the following organizational goals:
- strategic goals of development and ensuring the competitiveness of the organization are a prerequisite for planning personnel development for a strategic perspective;
- formation of a general development strategy for the organization - allows for assessment, analysis and selection of the necessary system of influencing personnel for its successful implementation in practice;
- organization strategy – determines production goals and objectives facing employees, on the basis of which personnel are assessed to determine the level of qualifications, production skills, abilities and capabilities of the organization’s employees;
- organization development strategy - establishes the dynamics of requirements for personnel in terms of developing their business qualities (Table 5.9).
Table 5.9
The relationship between business strategy and the organization’s personnel development strategy
|
Organization strategy |
Requirements and features of the personnel development strategy |
|
Strategy for ensuring maximum quality of the company's products |
Employees in key positions and the team as a whole must have the highest level of professionalism and competence, allowing them to achieve the level of quality regardless of the costs of production and technological failures. The personnel development strategy should be focused on improving the professional skills and qualifications of employees, including the development of modern systems for ensuring the quality of products |
|
Strategy for innovative growth and development of an industrial enterprise |
It involves the introduction of the most advanced technologies, requires from employees maximum flexibility, broad professional erudition, and readiness to accept new technologies and types of equipment. The personnel development strategy should include professional training and retraining of personnel in terms of mastering advanced technologies and work methods and acquiring skills to work with the latest equipment and machinery |
|
Technical and technological strategy for the development of an industrial enterprise |
Relies on the internal scientific and technical potential of the industrial enterprise. This strategy requires employees to have initiative, creativity, and active participation in ongoing research work. The personnel development strategy is aimed at stimulating the creative activity of personnel, encouraging the desire to participate in the modernization of the enterprise’s production processes |
The purpose of personnel development is to increase their intellectual potential. Personnel development includes training, retraining and advanced training of personnel, professional adaptation, assessment, career planning, formation of a personnel reserve and personnel rotation. New forms of personnel development also include distance learning for employees, training for management, and the creation of personnel development centers.
The organization's policy in the field of personnel development is presented in Fig. 5.5.
When planning personnel development, it is necessary to determine a set of skills and abilities for each professional group of workers, assess the state of the trainee, and draw up appropriate training programs (Fig. 5.6).
Personnel development planning includes the following stages.
1. Determination of development needs based on an analysis of the development needs of the organization’s personnel by identifying the discrepancy between the actual professional knowledge of the personnel and the knowledge that they must have to achieve organizational goals.
Wherein sources of information about professional development needs are:
- individual development plans;
- requests and wishes of the employees themselves;
- organization development strategy.
Employee development plan should include:
- assignments for a certain period aimed at moving to the next stage of job growth;
- professional and personal development activities;
- employee training plan in educational institutions;
- career plan.
- 2. Formation of the organization's development budget by preliminary estimating the costs of professional development over the next year and comparing the budget with the identified needs in order to determine training priorities.
- 3. Defining professional development goals for each development program.
- 4. Development of programs and selection of teaching methods.
- 5. Assessing the effectiveness of development using tests to identify new knowledge, monitoring the work of employees, and assessing the effectiveness of the training program by the employees themselves.
Rice. 5.5.
Rice. 5.6.
An assessment of the impact of personnel development programs on increasing labor productivity and product quality can be determined using the formula
E = P × A × V × K–K× Z,
where P is the duration of the impact of programs on labor productivity (years); N – number of employees studying to develop their potential, people; V– cost assessment of differences in labor productivity of the best and average workers, den. units; TO– coefficient characterizing the effectiveness of employee development (performance growth, expressed in shares); Z – employee development costs, den. units
The effectiveness of investments in personnel development is assessed using the formula
For these purposes, the method of D. Kirkpatrick and D. Phillips can also be used (Table 5.10).
Table 5.10
Assessment of training effectiveness ( according to D. Kirkpatrick and D. Phillips)
|
Assessment level |
Result type |
Methods and methods of assessment |
|
Reaction level |
Opinion of participants: liked it or not. Positive attitude, Willingness to apply acquired knowledge. Increased team cohesion |
Evaluation questionnaire at the end of the training. Surveys of training participants made by company management |
|
Level of acquired knowledge and skills |
Obtaining specific knowledge (the so-called educational result). Increasing professional motivation. Overcoming persistent thinking patterns |
Exams. Design work. Cases. Digital measurements (the results of the pre-training questionnaire are compared with the results of the post-training questionnaire) |
|
Level of Behavior Change |
Systematic application of knowledge acquired during training in the workplace |
Participant observation of the work of a trained employee in the workplace. Collection of material for certification, containing a description of examples of effective and ineffective behavior in the performance of official duties. Conducting specialized interviews. 360 degree assessment |
|
Changes in company results Changes in quality indicators:
Changes in quantitative indicators:
|
Studying customer satisfaction using a customer questionnaire. Custom research of the company's image. Personal observations of the company's management. Tracking staff turnover percentage. Calculation of economic indicators |
|
|
Return on Investment Rate |
Return on investment in training |
It is necessary to calculate the following financial ratios: Expense ratio for training one employee;
per employee per year |
It is important to note that in the conditions of the information economy and knowledge economy, self-learning organizations are formed, i.e. organizations that, in the process of their main activities, not only solve the problems facing them, but also learn through solving these problems (Table 5.11).
Table 5.11
Differences between traditional and learning organizations
|
Learning organization |
Self-learning organization |
|
|
Organizational |
Retraining, advanced training, official instructions |
Mentoring, delegation, communities of practice, action learning |
|
Personnel |
Teachers or instructors hired from outside |
Initially, personnel hired from outside, and then the employees of the enterprise themselves |
|
Temporal |
As necessary at the request of managers, often during non-working hours |
Constantly, during work, at meetings and conferences |
|
Subject |
Mainly technical skills |
Technical skills, interpersonal skills, tacit knowledge sharing |
|
Cost |
Costs for training or advanced training |
Costs are minimal |
The main features of a self-learning organization are learning on its own based on real information, continuity of learning and knowledge exchange and management (Table 5.12).
Table 5.12
Stages of knowledge management
|
Description |
|
|
1. Definition of knowledge |
What knowledge is critical to success? |
|
2. Gathering knowledge |
Acquiring existing knowledge, experience, techniques and qualifications |
|
3. Choice of knowledge |
Flow of collected, organized knowledge, assessment of its usefulness |
|
4. Knowledge storage |
Selected knowledge is classified and entered into organizational memory (human, on paper, electronically) |
|
5. Knowledge distribution |
Knowledge is extracted from corporate memory and becomes available for use |
|
6. Application of knowledge |
When completing tasks, solving problems, making decisions, searching for ideas and learning |
|
7. Knowledge Creation |
Identifies new knowledge through customer observation, feedback, causal analysis, benchmarking, experience, research, experimentation, creative thinking, data mining |
|
8. Transformation into intellectual capital |
Based on intellectual capital - new products and services that can be sold outside the enterprise |
The main training methods used in the organization are presented in Appendix 7.
The principles of a self-learning organization are implemented by many organizations in the form of a corporate university, which is the training division of the organization. It aims to connect the theory and practice of training to business needs. Its main goal is to provide training at the right time and most effectively to the category of personnel who need it. The Corporate University solves the following problems:
- provides the opportunity to learn on the job, transforming acquired knowledge and skills into work experience;
- in its work relies on corporate culture;
- allows for innovative developments within the organization’s business;
- Links training to the company's business strategy.
As an example, we can consider the experience of personnel development of the Chelyabinsk Tractor Plant - Uraltrak LLC company.
Main directions of the enterprise's personnel policy implemented as part of the annual personnel program.
- 1. Attracting highly qualified specialists.
- 2. Targeted training.
- 3. Advanced training.
- 4. Attracting young specialists.
- 5. Creation of a council of young professionals headed by the general director.
The company employs 18,025 people, including:
- with higher education – 2580;
- with postgraduate studies – 16;
- with secondary special – 3538;
- with average general – 9062;
- with incomplete secondary education – 2613.
For targeted training, the company closely cooperates with specialized specialized and higher educational institutions. In 2002, 5,046 employees improved their professional level, of which:
- 1) 3749 workers, with a plan of 2874 people:
- received a new profession – 409;
- received a second profession – 422;
- upgraded their qualifications – 2918.
- 2) 1297 managers, specialists and employees:
- acquired computer skills – 582;
- improved their qualifications – 715.
In order for planning training activities to bring benefits not only to employees, but also to the company that invests money in it, training must be carried out systematically, i.e. include a full cycle of work, starting from identifying training needs and ending with performance assessment (Fig. 5.7).
Rice. 5.7.
The model is placed within the external environment of the organization and within the organization's strategy and personnel development strategy. Their boundaries are indicated by a dotted line rather than a solid line. This shows that the boundaries are permeable and overlap. The inner part reflects a systematic approach to learning.
Companies often neglect to identify training needs and, even more often, to evaluate the effectiveness of the training provided, implementing only an intermediate stage: they enter into contracts with external providers, spend considerable financial resources and send employees (often without their particular interest) to trainings, seminars, etc. This approach in most cases leads to unjustified expenditure of money and time and brings the organization little closer to achieving its strategic and tactical goals.
The main result of the implementation of a full cycle of work on personnel training and development is the organization of a continuous, self-reproducing training system, which:
- increases the interest and motivation of company employees in learning and professional growth;
- increases employee loyalty to the company;
- improves the psychological climate in the team;
- improves the quality of employee performance of work functions;
- brings transparency to the financing of training activities.
In Fig. Figure 5.8 presents a diagram of the learning business process, according to which the learning process is implemented systematically.
The need for training is formed at different levels. In other words, it can be determined by the employee, the organization
Rice. 5.8.
tion or both together. At the same time, each of the parties solves its own particular problems (Table 5.13).
Table 5.13
Opportunities that shape learning needs
|
For an employee |
For the immediate supervisor |
For HR department |
|
|
Provide a consistent, organized approach to measuring and assessing staff potential, the validity of decisions on employee promotion
|
Within the HR department, there is a department (sector) for training and personnel development, which includes the following specialists: HR manager, responsible for identifying the training needs of employees and for organizing training events, internal trainers, responsible for assessing the effectiveness of training and conducting seminars and trainings for company employees.
- Mironov V. Kirkpatrick training assessment: the test of time, 2009. URL: top-personal.ru
An individual employee development plan is a program of activities aimed at increasing the employee’s efficiency and his professional growth in the company.
Formation of a personal “schedule” is a strategically important point. The specialist has a clear idea of how to build his career, which is an obvious incentive. For an organization, this is the formation of a pool of loyal and worthy personnel. The Rabota.ru portal decided to find out how companies create personal career plans.
A career “guide” is compiled personally for each employee. An individual plan determines priority areas, strategies and recommendations for the development of a specialist. It contains a precise list of actions. For example, an employee may be recommended to undergo certain trainings and seminars to improve their skills, study specialized literature, study foreign languages, develop specific skills - for example, for conducting business negotiations. In addition, a career plan may include performing special tasks and developing any projects, etc.
An individual career “map” not only gives a specialist an idea of future prospects for working in the company, but is also an excellent incentive for high-quality performance of work duties and for career advancement.
Labor market experts told the Rabota.ru portal about their experience in drawing up an individual development plan, the methodology for its formation, what a personal “guide” can contain, and most importantly, what can an employee get after achieving his goals?
Case 1. "LANIT"
Ekaterina Chebysheva, Deputy Director of the Management Consulting Department,
Management systems and consulting department, LANIT company:
“An individual development plan is a document that reflects the main tasks and activities
related to the professional and personal development of an employee for a certain period of time.
Typically, a development plan is drawn up by a manager, an HR specialist or the employee himself to achieve specific goals. For example:
— preparation for work in a new position;
— fulfillment of new responsibilities;
— development of skills necessary to improve performance in the current position;
— ensuring the interchangeability of employees, universality of knowledge and skills;
— preparation of personnel reserve, etc.
A development plan can be formed as a directive document if, for example, an employee’s performance is low due to a lack of knowledge or experience. In this case, the training and development plan is drawn up by the manager or HR specialist, and the employee is obliged to complete them within the specified time frame. Also, the plan can be drawn up as a document agreed upon by the employee and the line manager, and take into account not only the employer’s requirements and expectations for professional development, but also the employee’s opinions and wishes in the field of professional development.
In this case, drawing up a development plan is usually part of the procedure for regularly assessing the employee's performance and qualifications. At a meeting-feedback session during summing up the results for a certain period, the manager and employee discuss the results of work and jointly identify areas and areas of development of the specialist, taking into account the strengths and areas requiring development, as well as the employee’s career prospects in the company.
An individual development plan, as a rule, contains a list of developmental activities. Depending on the company’s field of activity, this list can be very diverse and, among other things, may include:
— training (both in the company and external);
- selfeducation;
— participation in projects where an employee can gain valuable experience;
— job rotation;
— mentoring;
— mentoring and coaching;
— internships;
— performing additional tasks, roles, assignments;
— passing certification.
Development plans usually do not include tasks related to achieving specific KPIs or targets. They are included in performance plans. But there are situations when employee development goals are part of his performance targets.
At LANIT, development plans are formed taking into account the results of employee competency assessment (corporate and technical) and the results of performance assessment. Development plans for beginners are drawn up for six months, for more experienced ones - for a year. The manager and employee jointly decide what knowledge and skills the employee needs to move to the next career level (the requirements for each level are formalized). The manager also explains which specialists in which areas the company needs for further development. The employee’s achievements and strengths, how best to develop his talents, and in which areas he can fully realize his potential are also discussed. When properly organized, such meetings can motivate employees to improve their skills and work efficiency and bring enormous benefits.
The subordinate and the manager have the opportunity to provide complete and regular feedback and determine the professional and career prospects of the employee in the company. The result is reflected in the development plan in the form of a list of specific measures that need to be taken to achieve the goals. To maintain development plans, LANIT uses a specialized software solution, ETWeb Enterprise. This system also organizes the accounting and approval of applications for training and certification, as well as the costs of developing each specialist. The entire history and all data about the stages of employee development are saved.
Development plans are not directly related to material incentives for employees. Professionals interested in professional and career growth have the opportunity to receive the necessary resources and assistance. In cases where improving the qualifications of an employee and obtaining certain certificates is important for the company, tasks from development plans can be included in the performance plan and the employee receives bonuses for their implementation.
When conducting a final assessment, the manager always pays attention to the completion of the tasks included in the development plan and how the employee feels about improving his own qualifications. This information can influence the size of the salary increase, the decision to transfer to the next career level, or inclusion in the personnel reserve.”
Case 2. Euroset
Pavels Romasins, Director of the Personnel Development and Training Department,
corporate culture of Euroset Corporation:
“Two key thoughts:
1. Are you afraid that if you teach them, they will leave you? Be afraid that you won't train them and they will stay!
Developing your (sic!) employees is beneficial in all respects. And truly powerful business teams can do this! We at Euroset are proud of the market value of those who have worked with us for at least a year, and the speed with which they find work.
2. We are also proud that our managers “of their own free will” rarely leave us, because Euroset is a real University of Power (UM).
If we don’t work well with someone, good luck to him in his new place. If someone couldn’t handle it and we’ve exhausted the time limit for him to be “integrated” into our system for creating powerful results, let him succeed in another company.
An individual development plan is always and directly related to the concept of personnel reserve. Essentially, it is a development plan that employees complete to achieve a higher-level (usually managerial) position.
Very rarely in Western companies an individual development plan is used for horizontal rotations (the so-called mobile reserve), which is important for retail companies with a developed branch network. But! For us, this is most likely not relevant for a number of reasons. In the Russian Federation, such a practice is not observed, primarily because employers are looking for employees on the principle of “with experience in this profile.” In addition, the Russian labor market today is still an employer’s market, which can hire an external employee who is ready to work, rather than retraining his own, which is an order of magnitude more expensive. Retraining within the company has become exotic for the same reasons.
Place of an individual development plan in the personnel reserve training system: assessment of a reservist - identification of development zones (gap analysis) - preparation of IPR - implementation of IPR - assessment of the degree of implementation of IPR - recommendations for appointment to a leadership position.
An individual development plan is a list of activities aimed at the professional and managerial development of an employee. Event types:
— educational (aimed at obtaining new knowledge);
— developmental (aimed at improving in one’s professional field);
— reinforcing (events that reinforce skills).
The plan is individual, since it is based on identifying individual gaps between the level of professional competencies that the employee currently has and the one that will be required of him in a higher position.
The IPR is compiled on the basis of various assessment procedures, including a conversation between the manager and the employee himself. In this case, everything depends on the specifics of the activity and the position the specialist occupies.
Depending on what training and development goals we set, appropriate assessment methods are used.
The classic IPR contains three elements - knowledge, skills and abilities that are supposed to be developed by a reservist.
The widest range of tools is used in the implementation of IPR. It depends both on the results of the reservist’s assessment and on the position for which we are preparing him.
Most often, IPR includes attending internal and external trainings and advanced training (the entire possible range - from internship in a more complex area to obtaining an MBA), as well as various project tasks, usually of a managerial nature.
The elements of internships and the level of complexity of the tasks delegated to this employee are specified separately. As a rule, they are an order of magnitude more complex than usual.
At the moment, the Euroset Corporation has clearly set a course for the constant training of a certain number of reservists for the positions of store directors and regional directors (operational managers managing the “cluster” of stores). These are hundreds of people throughout Russia, Ukraine and Belarus.
This task is the most ambitious because it involves the assessment, training and development of a large number of employees.
The individual development plan for reservists will include mandatory management courses and trainings, project work related to the analysis of economic variables in the operation of the store, and a plan for the implementation of managerial tasks delegated by the immediate supervisor.
The training of a reservist for a higher position lasts about a year, sometimes less, depending on the position for which we are preparing him. We train a director for six months, a regional director for a year. However, a lot depends on each individual person. For some, three months is enough to be ready for a promotion, while for others it is difficult to meet the stated six months or a year (which is not necessarily a “contraindication” to the appointment).
The result of a successfully completed IPR is a recommendation for appointment to a higher position. If a reservist cannot cope with the implementation of an individual development plan, then he may be expelled from the personnel reserve or continue to study.
What is the risk that older employees will quit? There is a risk if the number of reservists is incorrectly planned. If they are not prescribed in the next 1-2 months.”
Case 3. “BAT Russia”
Anton Gevorkyan, training and personnel development manager at BAT Russia:
At British American Tobacco Russia, an individual development plan is drawn up for each employee by his immediate supervisor.
As a rule, the IPR is designed for 1 year, but in some cases, for example, when planning the career of high-potential employees, longer-term planning is used - for 3-5 years. In our company, drawing up an individual development plan is mandatory for each employee.
The plan is drawn up with the goal of identifying all the skills and abilities necessary for effective work in the current position, identifying among them those skills that need to be focused on the development in the first place, as well as the skills that are necessary for the employee’s further career growth. At the same time, an individual development plan provides an understanding of what tools a specialist will use to develop missing competencies.
The “reward” in case of successful implementation of the development plan will be increased efficiency of the employee’s professional activities, carefully thought-out career growth, as well as a high level of self-realization and job satisfaction.
The following tools can be used to draw up an individual development plan:
— feedback from the manager based on the employee’s performance;
— self-assessment by a specialist of the level of his competencies;
— “360 degree” survey;
— testing;
— a set of exercises aimed at identifying strong and missing skills and competencies. Completion of tasks is checked by professional trainers, who subsequently provide feedback.
The development plan may include the following training tools:
— trainings;
— online learning (e-learning);
— coaching and mentoring;
— reading professional literature;
— participation in cross-functional projects;
— attending conferences;
— training other employees;
— development in the workplace, that is, the development of one or another competence in the process of work.”
Practice shows that an individual employee development plan is an integral element of personnel management and development in large companies. This tool raises the professional level of a specialist, which, in turn, is extremely important not only for the employee himself, but also for the company. Highly qualified, efficient staff is the key to a successful business.
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