Problems And Countermeasures Of Career Development Management

Career development management: lack of technical support slogans

Career development management is a comprehensive process for individuals and organizations to design, plan, execute, evaluate and feedback their careers.

Career development management includes two aspects: one is the self-management of employees' career development; the other is the staff's own owner; self-management is the key to the success of career development; on the other hand, the organization assists employees in planning their career, and provides the necessary development opportunities for their employees in education, training and job rotation, so as to promote the realization of their career goals.

In recent years, many organizations have promoted career development management as a tool to attract employees or organize cultural propaganda. However, in practice, there are few organizations that can effectively implement career development management.

The China human resources development report released by the development research center of the State Council in 2004 showed that only 274 of the sample enterprises surveyed had published career development plans, accounting for 15% of the total effective sample. Only 132 of them had acted according to the plan, accounting for 7.2% of the total sample enterprises. There were 142 enterprises that could not be carried out according to the system, accounting for 7.8%. of the total effective sample.

The management of professional development of an organization is a planned effort made by linking the needs of individual career with the labor needs of an organization. To do well a person's career development plan, we must understand his characteristics, career interests and organizational development goals, and combine the two to find the starting point, direction and path of his own development.

This process is in accordance with the strategic direction of the development needs of enterprises, through personal declaration, work design, job rotation, job specialization, job enrichment, training and development, organization development and other methods, and through regular review, to help specific individuals to develop their career, in order to achieve employee career development planning.

It is safe to say that without the technical support of employees' career management system, employees are unable to formulate and implement career development plans.

However, even if there is an oral or written career development plan, many enterprises lack the support of specific human resource management technology, making these plans a mere scrap of paper.

Because employees' career development management has not been effectively established and implemented in enterprises, employees do not have clear direction and confidence in their career development, which greatly affects their autonomy, enthusiasm and creativity, and is also the main reason leading to employee turnover.

Two, the main problems in the management of career development in Chinese Enterprises

1. there is a single career path for employees.

In many of our state-owned enterprises and institutions, and even some private enterprises, an important basis for determining employees' remuneration is the administrative level of their positions in the organization.

Therefore, after a large number of professional and technical personnel have developed to a certain level, they have shifted their energies to the promotion of jobs.

Many times, although professional and technical personnel do not like to deal with people, they do not know how to deal with people, or even do not want to engage in management. But because only management can get the promotion of rank, many excellent professional and technical personnel finally get the promotion of jobs at the cost of giving up professional and technical work.

However, this orientation of professional and technical personnel is not necessarily beneficial to enterprises, because a number of outstanding technical personnel who do not know management nor like management will change their roles. In fact, they will bring double losses to enterprises: one is the loss caused by the loss of outstanding technical experts, and the two is the loss suffered by bad managers.

Therefore, we see a frustrating, embarrassing and embarrassing situation in many enterprises and institutions. On the one hand, the management of the organization is far away from the specialization level. In particular, ironically, some scientific research institutions or colleges and universities that specialize in "science" and "management" are often confused and have no scientific nature. On the other hand, in the field of business, they tend to be "significant" projects of science and technology, but do not see any "significant" useful output.

2. talent is not layered, and talent utilization is not good.

The author has consulted an engineering design institute. The hospital brain drain has been very serious in recent years. The hospital leaders have always thought that the loss of talent is due to the external temptation too much, and the salary level of our hospital is too low.

Through in-depth interviews, the author finds that salary level is a cause of brain drain in the hospital, but it is not the most important reason; the most important reason is the talent use strategy of the hospital.

In the engineering design project, the staff always undertake the whole work of scheme design, calculation book compilation and drawing in the professional design.

In fact, in engineering design, the selection and determination of the scheme is the highest technology content, and the highest level of professional skill is required.

This leads to problems in two aspects. On the one hand, some low skilled and inexperienced junior technicians are doing complicated work such as project design. The quality of the engineering design is difficult to guarantee. On the other hand, the senior technical personnel waste valuable energy to the preliminary drawing work, and have no time to take care of the high-level work. Moreover, because drawing is more manual work, employees will feel tired to a certain extent, so they have job hopping.

3. less opportunities for internal jobs.

Due to the asymmetry of information, students often choose their majors without combining their interests, abilities and values.

Employers are also most concerned about their professional and work experience when recruiting. It is difficult to consider personal characteristics such as personal strengths and interests of employees. At the same time, enterprises lack the annual self declaration flow system. Employees can not choose jobs and internal flows according to their interests and abilities, so employees can hardly control their labor rights freely.

"In most cases, it is not that people are not good, but just not used well", and the internal flow is not free, which seriously restricts the potential of employees.

Three, implementation of career development management countermeasures

1., develop multiple career development channels.

In order to get rid of the drawbacks of the traditional organization's career development single channel, namely, the single administrative position channel, many organizations have provided more opportunities for the development of technical personnel or other managers who have made significant contributions.

For example, Haier group has set up development corridors for management positions and technical positions respectively; employees can freely choose to develop on professional channels or develop on management channels.

Whether it is a management channel or a technical channel, the two channels of management and technical personnel at the same level are equal in status and comparable in terms of remuneration.

As shown below, there is a multiple career development channel. A craftsmen can choose three different career development paths, one is the professional line, the other is the related professional line, and a management line. Because of the similar salary level and similar development opportunities in these three channels, employees will choose a career development way that best suits their interests and abilities.

When providing multiple career paths for employees, special attention should be paid to the matching and cohesion between different channels in terms of qualification standards, authority and status, so as to ensure the fair flow and effective allocation of human resources in the career path.

In the design process of career development, some enterprises make very high standards for the qualification of senior professional ranks in professional and technical career passageways, and the technical personnel within the enterprise can not reach the requirements of senior technical ranks in any way. In this way, the so-called technological development passageway has become a decoration and will still lead to "managing a single timber bridge".

2., hierarchical use of human resources.

The use of hierarchical human resources is to arrange the appropriate scope of work for employees according to their experience, skills and abilities.

For the management staff, it is to do well at every level and do the right thing.

Generally speaking, senior managers should concentrate their efforts on strategic management, organizational culture construction, resource construction, decision-making on major issues, organizational development and change; the tasks of middle management are based on strategic objective management, Department atmosphere construction, resource management, impact and promotion decision-making, performance management, etc. the primary responsibilities of grass roots managers should be task management, team atmosphere building, resource maintenance, and decision-making information.

For employees of professional and technical positions, after setting up a technological career development corridor for enterprises, the next step is to divide the channel into several levels, and then comb the responsibilities of each rank post.

In the process of consulting for a clothing enterprise, through in-depth interviews and business analysis, the author divides the designer into four levels: chief designer, senior designer, designer and assistant designer.

The scope of responsibility for each level is shown in the following table:

3., the implementation of job rotation system will bring vitality to the organization.

Job rotation refers to the organization of a series of work tasks for employees in different functional areas, or in a single functional area or department to provide employees with opportunities to move between different jobs.

According to the research of psychology, generally speaking, the general people have the weakness of sticking to a rule. In other words, people who have been working for a certain period of time, no matter how creative they are, will gradually lose their sensitivity to the work content and the valley will follow the rules.

This phenomenon is called "fatigue tendency". It is a great enemy to improve efficiency and bring forth new ideas. Regular rotation of employees can make employees keep their sensitivity and creativity to work and overcome fatigue.

Therefore, many organizations have detailed charts and schedules for job rotation, and accurately plan the job rotation schedule for each employee.

As a development tool, job rotation has been widely used in real life.

For example, a promising young executive may spend three months working in a factory, organizing planning in three months, and spending three months running outside.

If the planning is right, this rotation arrangement will enable him to have a better understanding of all aspects of the organization.

Especially when there are few opportunities for promotion, horizontal job rotation may help to arouse the enthusiasm of employees and develop new talents.

In addition to the role of capacity development, job rotation system also plays an important role in organizational management.

First of all, job rotation helps to break the barriers and boundaries between departments and lay a solid foundation for team spirit and teamwork.

Some organizations and departmental departmentalism and small group doctrine are more serious. This phenomenon often occurs because of lack of understanding of other departments and lack of contacts between departments, and these defects can be eliminated through rotation.

Second, it helps employees understand the relevance between their work and other departments' work, so as to understand the meaning of their work and improve their work enthusiasm.

Thirdly, for managerial cadres, the experience of rotation at the grass-roots level helps them maintain their humble attitude towards observing the situation, thereby reducing the possibility of alienation between the upper and lower levels.

One place, for example, has a hotel business known for its high operating efficiency. One of the secrets of its business is that all new employees have to take turns to finish the primary work, such as cleaning up rooms, cleaning and preparing meals, so that it is possible to apply for a management position.

Of course, there are many difficulties and obstacles in the implementation of job rotation system.

A large number of employees cross the flow every year is a very troublesome matter, which aggravates the work of the human resources department, and also has a certain impact on the organization.

But if we combine the self declaration system with the job rotation system, we can reduce the negative effect of job rotation to a certain extent.