Конкретные цели управления карьерой

Конкретные цели управления карьерой:
▪ формирование, развитие и рациональное использование трудового потенциала каждого работника и организации в целом;
▪ обеспечение преемственности профессионального опыта и культуры;
▪ достижение взаимопонимания между фирмой и менеджером по вопросам развития и продвижения;
▪ создание благоприятных условий для развития и продвижения персонала в рамках организационного пространства и др. [12]
Управление карьерой сводится к совокупности мероприятий, осуществляемых кадровыми службами, позволяющих выявить лиц с высоким потенциалом продвижения, помочь им раскрыть свои способности и применить их наиболее выгодным для себя и организации способом в соответствии с разработанными схемами перемещения.
Для этого необходим постоянный анализ возможностей для развития карьеры сотрудников и регулярное заполнение формы, отражающей (где возможно, в баллах) результативность их труда, оценку квалификации, знаний, профессиональных навыков руководства и общения, способностей решать проблемы; перспективы роста потенциала на 3 - 5 лет и предположительный максимально допустимый уровень должности[17].
Хорошо организованная работа во всех сферах управления персоналом, позволяющая фирме не только обеспечивать себя квалифицированными работниками, но и строить на этой основе целостную политику подготовки и продвижения работников внутри фирмы, получила название внутрифирменного рынка труда.
Создание внутрифирменного рынка труда позволяет фирме в определенной мере быть независимой от колебаний внешнего рынка трудовых ресурсов. Однако формировать такой рынок в полном объеме, как правило, могут позволить только крупные корпорации, имеющие возможности ориентироваться на сохранение и развитие потенциала каждого сотрудника и создающие для этого условия. Основной задачей, которую решает организация внутрифирменного рынка труда, является сохранение накопленного в фирме опыта и квалификации, предотвращение их утечки и страхование вложений в подготовку работников[18].
Условием эффективности внутрифирменного рынка труда становится непрерывное обучение и повышение квалификации работников, позволяющие планировать и строить их продвижение в фирме. В учебных центрах, создаваемых для этого, проводится разветвленная и тщательно организованная работа по целому ряду направлений:
 совершенствование горизонтального перемещения кадров, создание целевых рабочих групп и комитетов в целях обмена опытом и информацией;
 расширение бригадных форм работы («кружков качества» и т. п.) в целях реализации рационализаторских предложений и создания новой продукции;
 пересмотр трудовых функций работника с усилением его ответственности за результаты, обогащение труда и т. п. [19].
К недостаткам внутрифирменного рынка труда можно отнести ослабление конкуренции работников, так как при решении вопросов их продвижения основным критерием является не индивидуальные характеристики, а стаж работы в фирме [18].
Чтобы эффективно управлять своей деловой карьерой, необходимо составлять личные планы. Рассмотрим содержание жизненного личного плана карьеры руководителя, который состоит из трех основных разделов:
 оценка жизненной ситуации;
 постановка личных конечных целей карьеры;
 частные цели и планы деятельности [8].
В организациях в рамках системы управления персоналом складываются подсистемы управления деловой карьерой и кадровым резервом, функции которых выполняют: дирекция, отдел кадров, начальники функциональных отделов аппарата управления организацией, профсоюзные комитеты, консультативные центы.

Результаты (английский) 1:

The specific objectives of the career management:▪ development and rational use of labor potential of each employee and the Organization as a whole;• ensure continuity of professional experience and culture;▪ understanding between the company and the Manager on development and promotion;▪ the creation of favourable conditions for the development and promotion of staff in the institutional space, etc. [12]Career management boils down to the totality of activities carried out by the personnel services that identify individuals with high potential for advancement, help them develop their skills and apply their most profitable for yourself and your organization in accordance with the schemes of the move.This requires constant analysis of career development opportunities and fill out a form on a regular basis, reflecting (where possible, points) the impact of their work, assess the qualifications, knowledge, leadership and communication skills, ability to solve problems; the growth prospects of capacity at 3-5 years and the estimated maximum allowable level [17].Well-organized work in all areas of personnel management, which enables the company not only to yourself, but skilled workers and build on this basis a holistic policy of training and promotion of employees within the firm, received the name of an internal labour market.Create an internal labor market allows the firm to a certain extent, be independent of fluctuations in the external labour market. However, forming such a market in full, usually only large corporations can afford, having the possibility to focus on preserving and developing the potential of each employee, and create the conditions for this. The main challenge that solves an intercompany organization of the labour market, is to preserve the company's accumulated experience and skills, prevention of their diversion and insurance investments in the training of workers [18].To be effective, internal labour market becomes a continuous training and improvement of professional skill of workers of that allow you to plan and build their promotion in the company. In the training centres established for this purpose, conducted an extensive and well-organized work on a number of fronts: improvement of horizontal movement of personnel, the establishment of working groups and committees in order to exchange experience and information; the expansion Brigade forms work ("quality circles", etc.) in order to implement innovations and create new products; revision of labour functions the worker with increased responsibility for results, labour enrichment etc. [19].The disadvantages of internal labour market can be attributed to the weakening of competition, as workers in addressing their promotion the main criterion is not the individual characteristics and experience of work in the firm [18].To effectively manage your business career, you must be personal plans. Consider the content of life personal career plan Manager, which consists of three main sections: evaluation of the situation; personal target setting career goals; the specific objectives and action plans [8].The organizations within the system of personnel management to fold business management career and talent, which perform functions: Directorate, Division of personnel, chiefs of the functional divisions of the administration organization, trade-union committees, Advisory cents.

Результаты (английский) 2:

The specific objectives of the career management:
▪ formation, development and rational use of the labor potential of each employee and the organization as a whole;
▪ ensuring the continuity of professional experience and culture;
▪ mutual understanding between the firm and the manager on the development and promotion;
▪ creation of favorable conditions for the development and promotion staff within the organizational space and others. [12]
Career Management is reduced to a set of activities carried out by human resources services that enable to identify persons with a high potential for promotion, to help them discover their talents and apply them most beneficial to themselves and the organization of the method according to the developed schemes movement.
This requires an ongoing analysis of opportunities for career development and regular filling of forms, reflecting (where possible, on a scale) the impact of their work, assess the qualifications, knowledge, skills management and communication skills to solve problems; growth prospects for building 3 - 5 years, and presumably the maximum allowable level positions. [17]
A well-organized work in all areas of personnel management, which allows us not only to provide themselves with skilled workers, but also to build on this basis coherent policy of training and promotion of employees within the company , called intra-market labor.
Establishment of in-house labor market enables the company to a certain extent be independent of fluctuations in the external market workforce. However, to form such a market in full, as a rule, can afford only large corporations with opportunities to focus on preservation and development potential of each employee and create the conditions for this. The main task to be solved in-house organization of the labor market, is the preservation of the company gained experience and qualifications, to prevent their diversion and insurance investments in the training [18].
The condition of the effectiveness of in-house labor market becomes a lifelong learning and skills development, allowing them to plan and build advancement in the company. The training centers created for this purpose, carried out an extensive and well-organized work on several fronts:
 improving the horizontal movement of personnel, creation of task forces and committees in order to exchange experience and information;
 expansion of brigade forms of work ("quality circles", etc. . f.) in order to implement innovations and the creation of new products;
 revising job functions the employee with increased responsibility for the results of its enrichment work and so on. n. [19].
The disadvantages of in-house labor market include the lessening of competition of workers, as in matters of promotion the main criterion is not the individual characteristics and work experience in the company. [18]
In order to effectively manage their business career, you need to make personal plans. Consider the content of the life of personal career plan head, which consists of three main sections:
 assessment of situations;
 the final statement of personal career goals;
 private goals and action plans [8].
In the organizations within the personnel management system management subsystem consist of business and career talent pool, which perform the functions: management, HR, heads of functional departments of the management organization, trade union committees, advisory cents.

Результаты (английский) 3:

the specific objectives of career:
- formation, development and utilization of the potential of each employee and the organization as a whole. "- ensuring the continuity of professional experience and culture;
- mutual understanding between the company and the manager of development and promotion;.- the creation of an enabling environment for the development and promotion of staff in the institutional space and others. [12]
management career is to aggregate activities of human servicesto identify individuals with high potential for promotion, help them solve their skills and apply them to the most beneficial for yourself and the way under the schemes of displacement.this requires the analysis of opportunities for career development of staff and regular filling in the form of (where possible, balls), their performance, assessment, skills, knowledge,leadership and communication skills, ability to solve problems; prospects for growth potential in 3 to 5 years and the estimated maximum allowable positions [17].the well-organized work in all areas of management personnel, allows the company not only to be the qualified employees