Stages of developing an enterprise development program. Self-development plan: creating an effective program for changing yourself

One of the most effective ways of non-financial motivation is career growth stimulation. But not all companies (especially small and medium-sized ones) plan the careers of their employees. The reasons can be very different: there is no sufficient material and organizational base; The specifics of the work are not suitable for establishing a hierarchy of positions in the team and others. Managers are often happy that their employees perform their duties well, occupy a position, a workplace, and that all processes are established and working. It is inconvenient for department heads to promote someone, or offer another position or a change in functional tasks, because they will have to look for a replacement, and if the employee does a good job, then it is all the more a pity to let him go.

No matter how prosperous this picture may seem, sooner or later some employees will begin to look for a better place and will leave anyway. Today, there are many studies that reveal the reasons for leaving companies. One of them is the lack of career growth. Of course, you need to be aware that each employee who indicated this reason for leaving the company understands its meaning differently. For some, this is a lack of variety in work, for others, development is associated with new opportunities for self-realization and the implementation of their ideas, for others it is an increase in pay, for others it is a promotion and the acquisition of power. The list goes on, but the essence remains.

Of course, from our experience working with personnel, we can observe the opposite picture. Employees have been working for decades in the same company, in the same position with unchanged functional tasks.

What seems paradoxical for some experts and employees who are constantly looking for change, for such employees is the norm of social behavior. Only global changes in the company can force such employees to leave it.

But we will not touch on the motivation of these employees for now. Let's return to those who wish for the company as a professional and specialist, but are not diligent. Such employees can be motivated not by a significant increase in wages, but by significant changes in their functional responsibilities, status, and level of responsibility.

The motivation for the desire for power comes from two stimulating needs: the desire for power as the acquisition of opportunities; desire as self-affirmation, compensation for one’s complexes. There is no need to immediately define either one or the other stimulating nature of power. In practice, they do not manifest themselves unambiguously.

Therefore, it is too premature to say that a person with complexes will dominate his subordinates and show his most negative qualities. However, the sources of motive can suggest which of the possible career paths is best to choose for a particular employee with useful potential for the company. To do this, you can start by determining what career incentives you can use in general.

Determine possible areas of career development All career areas can be divided into horizontal and vertical.

Vertical growth

Assumes that employees who successfully pass the final assessment receive the opportunity for promotion. But here we need to remember that not everyone has the desire, and most importantly, the ability to lead.

Therefore, various options for so-called horizontal development should be provided for such employees. This could be professional development within the company, raising your qualifications to the level of a unique “super specialist”.

Or, an employee can develop functionally, change or increase the set of functional tasks within one position. You can also provide for industry development for individual employees, when an employee receives a new specialty and can move to a completely different department.

Procter&Gamble example

Procter&Gamble adheres to the “built from within” policy, that is, building the organization from the inside, and, as a rule, hires employees only for starting positions of managers or specialists, usually “yesterday’s” graduates or young professionals with up to 3 years of work experience.

However, the business is growing very rapidly and occasionally exceptions arise and the company is looking for people with experience. For example, the company was looking for a chief accountant with experience in the Prestige division.

Or, for example, in Procter & Gamble, the department responsible for sales is called Customer Business Development, or the customer business development department, careers are made even faster than in many other departments of the company.

This is no coincidence, because the main goal of a leading FMCG company is to build long-term relationships with customers. The task of the managers who work in this department is to assist clients in developing their business and, accordingly, increasing sales of Procter & Gamble.

As Customer Business Development representative Alexey Dityatyev testifies from his own experience, building a career in the department depends primarily on a person’s personal qualities, his ability to quickly absorb knowledge and apply it efficiently, and the desire to do more than is expected of him.

In any case, a good indicator for a company of working with employees is an established system of career movement and planning for individual employee development.

For example, according to Josh Bersin, founder and CEO of Bersin & Associates, an indicator of a poor career development system is the fact that companies invite employees to management positions from outside: “Our research shows that deep and serious career planning for top management positions is critical from a business continuity perspective.”

Apple example

At Apple, all responsibility for career advancement is placed on the employees themselves. The concept of “owning their career” was adopted at Apple many years ago when Kevin Sullivan was vice president of HR.

Apple does not support the career advancement of employees, so as not to create career expectations, but they think that employees have the right to continuous advancement.

Apple believes that career assistance weakens employee self-confidence and indirectly reduces cross-departmental collaboration and learning. Deprived of assistance, employees actively seek information from other functional and business units.

In a company where creativity and innovation are king, you don't want anything to dampen the curiosity and collaboration between different functional and business units.

In addition, according to company management, automatic movement of an employee within one functional area can reduce the level of diversity of thinking in the group.

To work on individual career plans, you can enter the position of Career Development Specialist. If the company's number of employees does not exceed 200, then a specially designated personnel department employee involved in employee career planning is not required.

It will not be profitable to introduce a new position in the personnel department. In such companies, as a rule, this work is entrusted to any of the HR Director’s subordinates. For example, these responsibilities can be combined with personnel selection, personnel records, and they can also be performed directly by the head of the personnel department.

And if the company has only one HR generalist, then these tasks are included in the list of his responsibilities. In larger companies with 200 employees or more, you may want to consider the need for a separate HR Development Specialist position.

The scope of tasks for this position is determined depending on the size of the company, that is, the total number of employees and the direction of their work.

Example of Beeline company

The Beeline company has the position “career planning specialist”. The responsibilities of such a specialist include:

coordination of work to identify and develop participants in the career planning system for employees from the personnel reserve and for key employees;
organizing the selection and formation of a personnel reserve; planning a development program for the personnel reserve and each reservist (support in drawing up individual development plans);
supporting a key employee retention program;
interaction with line managers;
internship program coordination;
selection and adaptation of personnel.

Be sure to involve top managers in your career development work, who should be involved in the implementation of most programs, including conducting interactive events.

For example, you can set aside a day to communicate with the general director of the company; within a few hours, employees who have not yet decided on a career plan can ask questions to the manager directly.

This will help employees learn about the intricacies of any position. At certain moments, the development manager comes to the rescue.

When an employee is removed from a position, he learns new skills, a career development manager can spend next to the personnel reserve.

Then the manager gives feedback to the reservist, and together they evaluate the difficulties encountered in solving work problems. Since the employee’s previous manager is no longer the same for him, and the new one is not yet sufficiently familiar with the reservist, feedback from the development manager helps employees overcome the difficulties of career movement.

Build a system for developing employees by position. If the structure of positions in your company is approved by the staffing table, then build a hierarchy of career growth based on it. As a rule, these are organizations with a linear organizational structure, which represents the so-called “mine” construction principle.

Management in such a system is carried out according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services (“mine”) is formed, permeating the entire organization from top to bottom.

The ladder of positions is built like this: at the head is the head of the company, then his deputies in all areas of work are directly subordinate to him, below, headed by the deputies, are functional services (see Figure 1).

First, analyze the management structure in the company; it may turn out that there will be a need to revise the staffing system itself if it is outdated and does not meet the modern needs of the company.

You can, in agreement with management, introduce new positions, or combine those with similar functions. Next, listing all the structural divisions of the company, you list the positions, distributing them to each division.

Then you set the number of employees (staff units) who work in the company and those units that are not filled (vacant). You see the whole picture completely. Rank, class or category in this case becomes the basis for promotion.

For example, if an employee has completed training, acquired a new qualification, or received a higher rank, then he is automatically included in the list of applicants for a higher or different (different in terms of work tasks and salary) position.

But the fact of the acquired diploma or certificate should not be the main thing. In any case, the decision to promote an employee or transfer to another position, as well as to demote him, will be made only after certification.

Therefore, in the individual employee plan, you include an additional condition for development - successfully completed certification.

Include the development of professional status in your career plan. One of the types of horizontal careers is the professional development of employees within the company.

For example, companies that mainly work on a project basis, on IT projects, to create innovative products, distribute employees among projects. And the leading specialist can become a project manager, depending on the complexity and volume of work.

And talented employees with unique skills and knowledge can lead independent projects alone and are worth their weight in gold in the company.

Example company BOSCH

The BOSCH company offers employees three types of career growth: vertical (career as a manager), in related fields (career as a project manager) and narrowly professional (career as a super specialist).

Each employee undergoes an annual assessment interview, on the basis of which individual career planning is carried out. In addition to the career plan in the company, for many positions there are replacement plans for several years in advance: for a manager - for 8 years, for a specialist - for 3 years.

One example clearly illustrates how such a system works. Six years ago, a BOSCH intern who had just graduated from university passed a competition to participate in an internship program in Germany.

Upon returning to Moscow, he worked for three years as a commercial representative of BOSCH, then moved to the position of head of the sales group in another department of the company, and a year ago he took the position of sales director and is responsible for two countries - Russia and Belarus. (See more details. “BOSCH: individual career planning.”)

In such a company management system, it is convenient to build professional career growth, increasing the professional level of the employee, and not his position.

On the recommendation of project managers and retail managers who keep track of employees’ workload on projects, employees are included in the reserve. They get the opportunity to lead more complex projects, or become the head of projects until they are completed.

Instruct project managers to highlight employees who have performed well on past projects. And make it clear to employees that they have the opportunity to take leading roles in future projects if they prove themselves.

Provide for the possibility of rapid vertical growth When building long-term prospects for company employees, either on your own or by entrusting this work to a career planner, remember also about the so-called “stars” in the company.

Special facilities must be provided for them. There are very few such employees in companies, and they show remarkable abilities and zeal in their work.

As a rule, they do everything faster and better than others, show leadership abilities, and are ready to “push the locomotive,” just give them this opportunity. For such employees, it is better to prepare a career plan that is free from the obligation to go through all the necessary job stages.

For example

A few years ago, a 28-year-old girl became a partner at KPMG; there are 30-year-old first-year partners, very young senior managers. For employees, career opportunities increase if they demonstrate excellent performance throughout the year.

According to the company’s certification and assessment system, a specialist must be an example of soft skills, as well as maximally satisfy the technical requirements in relation to a particular position.

If both of these components coincide, then the employee can really quickly move up the career ladder. Companies often practice moving employees “vertically,” but no less often “horizontally.”

An employee is free to move within the same department if he wants to change the specifics and “vector” of his work. A specialist can also “migrate” from auditing to consulting and vice versa.

An employee working in an infrastructure role, such as accounting, administration or a secretarial position, may also move to professional units. (See more details. “KPMG: Harmony of Profession and Career.”)

Provide opportunities for career growth to those employees who have completed training. As part of career planning, it is necessary to develop competencies in employees that make it possible to quickly navigate and adapt to emerging changes.

To promote managers, it is important to develop strategic thinking and flexibility. Executive positions require organizational skills, developing and maintaining productivity in a fast-paced environment.

Example of VimpelCom

The VimpelCom company is implementing the “Personnel Reserve” project, which is initially based on the principle of talent development, since in the future this approach is planned to be applied to other employees.

The project is being jointly carried out by two divisions of the HR block: the Personnel Recruitment and Retention Service and Beeline University.

According to the functions, the project consists of two stages:

Identification of key positions that need to be filled by the best employees and selection of competent employees (reservists)
Development of reservists For employees who have passed the selection, an individual development plan is drawn up, which includes carefully selected, diverse development programs.

It takes at least 1.5 years to develop competence. It is recommended to develop no more than two competencies at the same time, so first the most necessary areas of growth are identified, and then employees are sent for training. (See more details: Talent development at VimpelCom.)

In the individual development plan for managers, include a mandatory condition that, in addition to the assessment results, they must also undergo training and special training to develop leadership skills, decision-making and people management skills, and delegation of authority.

Without these competencies, the company simply does not have the right to promote employees to management positions. One of the most convenient systems for building an individual career is the hierarchical ladder.

When the number of employees in a company approaches 1000, the introduction of a career ladder according to the Edward Hay method becomes relevant.

Grade system helps to bring order to the job responsibilities of employees, systematize positions, make the structure of the career path transparent and understandable to everyone, and also introduce clear parameters and criteria for assessing performance for each position.

Positions are arranged in a clear sequence from lower to higher positions with a corresponding change in status and remuneration from lower to higher. Also in this hierarchy, the structure of subordination of lower employees to higher grades is strictly established.

Promotion occurs only after a final evaluation for the year. However, this does not mean that everyone who successfully completes the assessment receives a promotion. The grade system provides for a payment “fork”, which is set in three main sizes: smaller, medium, larger. In order not to increase the employee's grade, he is assigned a higher monthly payment.

Higher grades in the hierarchy, in addition to individual remuneration, receive an annual bonus for high performance. An individual plan in this system looks like climbing up the ladder.

Each employee knows what he can strive for and what opportunities he has. A higher position (grade) involves primarily more complex responsibilities, for example as shown in Table 1.

Table 1. Hierarchical career ladder (fragment)

Secretary Career Development Plan
	Job title	Description of Responsibilities
	Secretary-assistant	— managing the manager’s calendar, scheduling appointments, coordinating and resolving issues related to business trips and hotel accommodations; — preparation of necessary introductory materials for trips and meetings within the framework of these trips; — organizing business trips for department employees, including organizing transport, booking hotels, preparing business trips and advance reports; — organizing management meetings and participating in conferences (internal and external)
	Senior Secretary	— registration of outgoing documents; — preparation of invoices; — business correspondence with clients, customers; — control and assistance to junior secretaries; — administrative support for the manager;
	Secretary	— reception and distribution of incoming information received by the secretariat (telephone calls, faxes, emails); — sending and receiving postal correspondence; — organizing business trips for company employees, booking tickets, taxis, hotel accommodations, preparing travel documents; — ordering couriers; — work with office equipment (fax, copier, scanner); — ensuring the functioning of the office (ordering office supplies, water); - Carrying out instructions from management.
	Assistant Secretary	— assistance in the work of the secretary; — registration of logs of incoming and outgoing documentation; — receiving and distributing incoming and internal calls; — provision of necessary background information.

Using the example of the strategic development plan of the Volga company that we are considering, we will see if there are any connections between the above plans. While it is quite possible to achieve a high level of data accuracy and ensure the interconnection of all elements of planning when drawing up a forecast for a year, when developing a strategic plan for five years, a significant number of assumptions and assumptions about the development of the situation must be made. Therefore, it would be a good idea for all interested parties (owners, management, management) to understand, when agreeing on a strategic plan, what risks may hinder its implementation and what the company can do to minimize their occurrence.

Individual development plan: example, specific actions and goal

For example, if the market situation is quite stable and the company has been successfully operating in it for a long time, it can afford to predict results for the long term based on a “strategy for success.” If the market is hectic and the company does not feel stable enough, it is forced to work on a “survival strategy”, in which long-term forecasting is impractical due to the uncertainty of the further development of the situation. In this case, a business plan is drawn up for a period of one to three years.

The business plan of the Volga company for a three-year period is in table. 2. As evidenced by the business plan data, the company's strategies and their targets are realistic and quite achievable. The Volga company conducts a profitable business, its operating income is sufficiently balanced and allows it to maintain a given rate of profitability while increasing sales volumes.

An example of developing a strategic development plan for an enterprise

searching for optimal means to achieve the goal (it is important to choose the appropriate method of implementing the plan, which is most suitable in terms of speed of implementation, level of impact, cost, etc.);
assessment of the current situation (without understanding current problematic and promising areas of work, it is impossible to develop a development plan that will significantly improve business processes and schemes);
choice of strategy (strategy influences the principles and methods of development of both the sales department and the company as a whole);
defining a list of specific actions (having a detailed list of tasks will allow you to more quickly obtain the desired results).

Development and implementation of an enterprise development plan

NIZHNY NOVGOROD INSTITUTE OF MANAGEMENT AND BUSINESS Department of Management Course work in the discipline “Strategic Management” Topic: Strategic plan for the development of an enterprise and the methodology for its preparation using the example of the furniture factory UTA LLC Completed by a student of the course (stream) Checked Assessment " " 2010 2010 Zavolzhye Contents Introduction……………………………………………………………………………………..2 Brief description of the company…………………………… ……………………3 1. Competitive analysis……………………………………………………….5 1.1 Analysis of the external environment, SWOT analysis……… ………………………..5 1.2 Assessing competitive forces……………………………………………..11 1.3 Formation of key success factors……………………… ……………..13 2. Analysis of the order portfolio……………………………………………………..16 2.1 Characteristics of activities………………………… …………….16 2.2 Assessment of activities using portfolio matrices……20 3.

Development of a strategic plan for enterprise development

It records all the risks and opportunities that are significant for the company, ways to minimize and implement them (essentially, these are the company’s strategies), as well as the responsible (owners) of each of the risks and opportunities. Conclusion When choosing a development strategy for a company, you should focus on your strengths (high quality products, customer service, positive business reputation) to take advantage of business expansion opportunities (increasing sales, releasing a new type of product, providing additional services to customers). At the same time, it is necessary to strengthen its weaknesses (depreciation of funds, insufficient qualifications of personnel, dependence on loans) in order to minimize the risk of external threats (rising prices for raw materials, increasing competition in the market, decreasing consumer demand).

Enterprise strategic development plan

Therefore, now strategic planning at enterprises should be aimed at their long-term development, achieving higher rates of economic growth based on the gradual improvement of various production and technical factors and organizational and management structures in order to ensure high quality of personnel work and the standard of living of their employees. The above explains the relevance of this work. Based on the relevance of the topic and the degree of its development, the following goal was set in this study: to consider the mechanism for forming a strategic development plan using the example of the UTA group of companies.

Company development plan

Important

Weaknesses may include items such as lack of strategic direction, deteriorating competitive position, obsolete equipment, low product margins, inability to withstand competitive pressures, lagging behind in research and development, inability to finance strategic changes, etc. 3. Among the enterprise’s opportunities, one can highlight the possibility of entering new markets, establishing the production of related products, the possibility of moving to more effective strategies, reducing prices for raw materials, etc. 4. Threats to the enterprise include the possibility of new competitors, increased sales of a replacement product, slowing market growth, increasing competitive pressure, changing needs, etc.

Sales department development planning

Conclusion A complete strategic development plan for an enterprise includes the following sections:

The results of the analysis of the external and internal context of the organization at the time of development of the plan.
Description of current activities and long-term development goals of the organization.
Description of the company's mission and development strategies.
Functional strategies of company divisions.
Description of projects for the development of the company.
Business plans for the implementation of development projects.
Description of risk management methods for implementing the strategic plan.

Development of a strategic development plan is the basis for choosing long-term goals of the enterprise and ways to achieve them. Strategic planning helps to effectively allocate and use company resources to achieve the main goals and objectives of the chosen mission.

Attention

We formulate the strategic goals of the company's development However, the formation of a strategic development plan for the company is not limited to the development of a mission and strategies. In addition to the direction of action itself (i.e. strategy), it is also necessary to develop criteria for success (target indicators) and ways to achieve them (business development plans). Only in this case can you be sure that the company has a clear program for achieving its mission, supported by action plans and calculations of the resources necessary for their implementation.

Strategic goals (or key target indicators) must be specific and measurable, so that at the end of any period it is clear to what extent the strategy has been implemented and what the dynamics of its implementation are. For example, if such a target strategy indicator as increasing sales volumes can be expressed as a percentage increase compared to the volumes of the previous period or in a specific amount.

Enterprise development plan for 3-5 years, a brief example

Due to the growth of net profit, the company can also solve the problem of high dependence on external financing by investing the profits received in replenishing working capital for running the business. Ensuring the relationship between strategies, business development plans and budgets of the organization Ideally, when developing a strategic development plan, a company must ensure the relationship between strategies, business development plans and budgets of the company and divisions. This relationship guarantees the successful implementation of the strategic plan, because the target indicators of the company's strategies will be tied to the parameters of the business development plan, on the basis of which all company budgets are planned. Consequently, the implementation of budgetary objectives will lead to the achievement of the company’s strategic goals. Visually, this relationship is presented in Fig. 3.

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 company's activities include the following:

1. Qualification (quality) composition of employees;

2. Stable financial position;

3. Correctly 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, annex to these executive instructions should be:

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.

Every employer is interested in the development of an employee, especially if the person works in a leadership position. Improving employee qualifications increases the overall efficiency of the enterprise. The development of an employee is facilitated by the preparation of an individual development plan (IDP).

What is an individual development plan?

A development plan is a set of training measures that contribute to improving competence and professional growth. It is individual because it is compiled in accordance with the characteristics of the work of a particular employee.

When developing a plan, you need to take into account the needs of the specialist, as well as the needs of the company. For this reason, an individual development plan is beneficial to both the company and the specialist.

An employee's fulfillment of the plan can be rewarded financially. The individual development plan specifies development strategies and provides recommendations. The plan may indicate a list of books to be read, a number of seminars and lectures to be listened to.

Goals of the plan

An individual development plan is drawn up with the following goals:

Increasing staff loyalty.
Professional development.
Increasing the competitiveness of goods produced by the enterprise.
Increased labor efficiency.
Systematic development of a specialist.
Coordination of work goals.
Improving control efficiency.
Turning hypothetical goals into actions.
Simplifying the analysis of a specialist’s strengths and weaknesses.
Timely preparation for enterprise modernization.
Ensuring self-organization.
Prioritization.

Without a plan, an employee can also develop, but it will be chaotic. In addition, the employer will not be able to track development results.

Who creates an individual development plan and for whom?

For whom is the development plan being formed? It is impossible to give an unambiguous answer to this question. A company can choose one of the following strategies:

An individual development plan is developed for each employee. This model is based on the fact that every employee, regardless of his position, can improve the efficiency of the company.
The plan is issued only for employees applying for senior positions. The model is based on the fact that developing an individual plan is a complex and expensive process. Therefore, it is better to develop a plan only for high potential individuals.
The plan is issued only for management personnel. The model is based on the view that the effectiveness of a company is determined by the effectiveness of management.

The choice of model depends on which employees contribute to increasing the productivity of the company. The development of these specialists will increase efficiency at minimal cost. It is in these employees that it makes sense to invest the most effort.

The formation of the plan should be carried out by the manager together with the employee. However, to draw up a high-quality plan, the manager must have all the relevant knowledge. Not every manager has this knowledge. Therefore, you should hire a professional coach to help you.

Stages of developing a development plan

Let's consider the main steps to develop an individual development plan:

Preparation. Development recommendations are developed and then reviewed by the employee. The employee forms the person’s development priorities. A consultation on drawing up a plan is ordered, if required.
Planning. A table is compiled indicating priorities and development activities.
Approval of the plan. The formed plan must be agreed upon with the manager. If necessary, adjustments are made.
Plan approval. The manager also approves the plan.

The drawn up development plan is analyzed for compliance with the following criteria:

Availability of logic, reasonable consistency. It is expected that the employee will solve simple problems first, and only then complex ones.
Compliance with the main purpose. The plan identifies the skill that the employee must develop. The assigned tasks should contribute to the formation of this skill.
Setting deadlines. Developmental activities must be completed within a certain time frame. This will make it easier to monitor their implementation.

It is important that the plan is realistic. That is, the employee must have time to complete all developmental tasks. For this reason, his standard workload must be taken into account.

Elements that make up a development plan

The structure of an individual development plan depends on the needs of the company and the employee. Typically, the plan includes these elements:

Information about the employee. This is the full name, position, department in which the employee works, planning period.
Tasks. It is necessary to list current professional tasks.
Recommendations. It is necessary to list recommendations for the development of professional competencies.
Goals. It is necessary to list the goals for the implementation of certain activities, as well as indicate the time frame for achieving these goals.
Results of plan execution. The results are recorded. Comments may be included in this section.

If required, the plan may include additional items.

When developing an individual development plan, it makes sense to be guided by these recommendations:

No more than two development directions are established per year. Only in this case can proper efficiency be achieved.
Each direction should include a full range of activities: theory, training under the supervision of experienced specialists, practice.
Ensuring uniform load throughout the year.
One and the same developmental method cannot be grouped in one period. Their correct combination is important. For example, you should not give an employee the task of reading books all month. Theory must be combined with practice.

Managers must evaluate the resources to execute the plan. These are material costs and time.

IMPORTANT! In order for the plan to be even more effective, it makes sense to involve several specialists in its creation: employees, representatives of human resources departments, consultants, coaches.

Example of a development plan

The development plan is drawn up in the form of a table. Let's look at an example. First you need to indicate personal information: the employee’s full name, date of birth, position, period during which the plan will be valid. Then this information is written:

Tasks	Formation and introduction of a quality management system at the enterprise
Recommendations	The employee should: Develop analytical thinking. Pay special attention to planning. Improve management skills. When setting tasks, focus on the analysis of the economic component. Develop greater initiative.
Development Goals	Acquiring the skill of distributing responsibility
Development methods	The plan uses the following methods: Self-study (read at least 3 chapters from the book “The Art of Management”. Drawing up notes on the most significant points. Trainings and seminars. Register and take part in the seminar “How to increase work efficiency.”
Plan creation date	28.09.2018
Signatures (employee and manager)

The second part of the plan is results. They include an employee’s self-assessment of his development and assessment by his manager. The manager can also give certain comments.

IMPORTANT! Each task should have its own deadlines. For example, an employee needs to read the specified book before June 1 and attend training before August 1.

Personnel are the only resource for achieving the company's success. For this reason, the wisest choice for managers would be to invest in its development. Following this principle, many prefer one-time and loud trainings, but one-time training gives a one-time effect. Therefore, all famous companies, be it Apple or Samsung, choose systematic personnel development, working out development programs for years to come. They know for sure that an enterprise that knows how to train the specialists it needs, who fully meet the requirements, will be difficult to break.

In this article we will talk about the pillars on which personnel development management programs are built. Having understood this information, every HR specialist or manager will be able to prepare a powerful tool for effectively working with employees.

1. Synchronization with the company strategy

You can find many beautifully written, large and detailed employee development programs. But in practice, they do not produce results if they do not take into account the business strategy. When using such programs, the result does not live up to expectations, and sometimes is simply disappointing.

Employees and even line managers often have difficulty understanding what strategic goals are defined for the company's development. That’s why they, like a swan, a crayfish and a pike, pull the organization in different directions. Synchronizing the personnel development strategy and the enterprise development strategy is where laying the foundation for a successful program begins.

Therefore, the very first step is to determine (for managers) the vector of the company’s development in order to integrate the development of the team into it.

The development movement can be different, for example, in a sales company there are often strategies for:

— development of a new market;
— expansion of sales channels;
— cost optimization;
— reducing the failure rate;
— strengthening our position in major transactions;
— reducing turnover or attracting new specialists;
— strengthening long-term relationships with customers;
- increase turnover or profit by a certain amount of percent;
— increasing competitiveness;
- much more.

It doesn’t matter which enterprise development strategy is key for the future, it is important to think about how a personnel development program can support it and help promote it at the right time and in the right place.

2. Choosing the direction of the personnel development program

Having understood the strategic goals of the company, you can safely determine what problems need to be solved in order to redirect staff in the right direction.
There may be a lot of options, but the main thing is that this problem is related specifically to the organization’s strategy.

Top problems that most enterprises undertake to solve:

The need to expand staff and train a personnel reserve.
When specialists have been working successfully and efficiently for some time, sooner or later they are faced with a choice: to develop in this company or to go to the labor market in search of development. In order not to lose a valuable resource, it is necessary to think through their career or linear growth. This approach has been successfully used at McDonald's for a long time. All managers grow from ordinary specialists, so they know exactly the key to success in each position, which makes it possible to make the right management decisions.

Reduced uniqueness of frames.
For each key position, it is important to develop hot replacements in order to be prepared for various turns of fate. Only in this case, the loss of managers does not greatly affect the results of the divisions entrusted to them.

Maintaining or creating a corporate culture.
Even if an enterprise has produced highly qualified specialists who achieve results and earn good money, they can run away like water running through your fingers. The reason for this is the lack of corporate culture and, as a consequence, the lack of value of what the company provides. The consequences can be disloyal and “wrong” behavior, squabbles, and fragmented thinking. As a result, no matter how much the company gives, they will constantly devalue it and demand more. It takes years to develop corporate values, standards and implement a corporate culture, but it is worth it.

Training of new employees.
This issue is especially popular when it is planned to open a new line of business or simply sales. It is also relevant for maintaining current turnover, because, one way or another, the company loses a certain percentage of employees over the course of a year. And the most painless way out of these situations will be advance training of personnel. This helps to take the time to choose a suitable specialist, have time to instill all the values and train within the company.

Knowledge retention.
A company takes a big risk if it develops valuable skills and important knowledge in only one employee. If he decides to say goodbye to his employer, then the development of the direction can be started from scratch. This strategy involves a program for transferring experience, technologizing processes, rotating personnel and creating instructions so that they can be easily reproduced by other people to achieve results.

Reducing the duration of transactions.
This indicator depends on:
— Adaptation of newcomers: who likes to get their first results for months?
— Return on investment in personnel: specialists will accomplish more in less time.
— Efficiency of business processes: downtime will be eliminated.

If the program is drawn up by HR, then in order to more accurately determine the key problems, it is necessary to consult with representatives of the departments with the help of which the strategy will be implemented.

3. Identifying staff development needs

Employees working at the enterprise have different levels of knowledge, competencies, abilities and skills, and have different potential. For the program to work effectively, it is necessary to determine the level of development and potential of each employee at the current time.

This will allow:
make more winning bets on the direction of development of a particular specialist;
define more precisely;
take a more thoughtful approach to calculating the cost of investments.

Level 1. As a rule, these are newcomers to the company or old people who have received a new position. Both of them have recently begun to master their activities.

They are characterized by high motivation and desire to act. At the same time, they do not know much about the specifics of the new activity, they are fully aware of this and, as a result, act uncertainly. Awareness allows you to quickly absorb and apply new information. When a person manages to achieve the first results, he gradually moves to the second level.

Level 2. Such employees can already be called average. They have first experience (both negative and positive), but do not understand how to make the result stable. As a result, the motivation of the average person tends to zero.

It is important for management to understand that during this period the employee will either understand the matter and move on, or leave the company. Therefore, average people need to be given maximum support, shown the right path, and helped to understand what actions have a positive and negative impact on the result. When the results stabilize and the specialist works without failures for 3 to 6 months, fulfilling the plans, he moves to the next level.

Level 3. Motivation returns, the employee is satisfied with his results and can exceed his plans.

He feels confident at work, knows how to achieve his goal, and has a fully structured interaction with colleagues. It is important to understand that at the third level a specialist stops developing, because he has already done the maximum possible, studied all the intricacies of the craft in order to realize himself in this position. Often at this level “star fever” appears and a feeling of comfort arises. It is quite difficult to transfer an employee further from this level, because... this will force him to again leave the resulting comfort zone. But if you don’t push your colleague to the next step, he will soon become bored with his familiar activities, he will feel like an unrecognized genius and will begin to think about leaving.

Level 4. Stage of transition to a leadership position.

A specialist can be entrusted with managing a small project, transferred to another position (in case of linear growth) or made a mentor so that he can pass on his skills. Whatever direction of development is chosen next, this will be a new role for the employee and he will again return to the first level, starting to comprehend all the intricacies and hit the bumps.

Each employee goes through development levels step by step, and if he stays too long at any of the levels, then:

— HE is ineffective and it’s time to fire him for failure to fulfill goals and plans (in the event that he cannot stabilize the result or simply understand the specifics of the activity);
- YOU did not promptly push for further development, he got bored and is ready to quit (in the event that all indicators are achieved, but the specialist is still deprived of the opportunity to move and develop further).

In order to effectively organize development work, it is important to take these levels into account, because At each of them, a specialist needs different approaches to training, control, detailing, motivation, or, simply, management.

Development cannot be managed if you do not monitor indicators and set benchmarks. When there are about 100 people in a company, it’s already difficult to keep track of everyone.

To address this issue, many companies successfully use a skills matrix. It can be maintained individually for each employee or general across departments.

The matrix shows:
what skills and abilities are required to function in the position,
what level of mastery of these skills do employees currently have?

In order for it to help draw up an employee development plan, you need to:

1. Prepare a table in which you indicate department employees vertically and horizontally.

The list of competencies can be taken from the job description, but then be sure to check it with the head of the department so that he can cross out irrelevant details and highlight key success factors.

2. Ask employees to evaluate themselves using this matrix. You can choose a simplified model and mark the existing skills with an “X” and the missing ones with a “0”. An improved model that reflects the level of mastery of a particular skill will be more visual.
For example, 0 – no knowledge, and 3 – the employee can teach his colleagues this skill.

3. The manager conducts an assessment of the skills of all employees of the department so that he can correct the real picture of what is happening and be able to draw conclusions for himself about the self-esteem of his subordinates.

4. Draw up an individual development plan and plan training based on this matrix. To do this, it is necessary to prioritize what is important to teach first, then unite people into groups: who needs specific knowledge and who knows it enough to teach it.

5. Constantly update the matrix by periodically monitoring knowledge.

4. Drawing up an enterprise curriculum

Personnel development plan for the enterprise must be holistic, all activities are planned and interconnected.

Understanding what layer of tasks needs to be solved individually by employees to implement the strategy of business owners, it remains to formulate a plan based on it. To do this, it is necessary to plan the sequence and frequency of training for the formed groups of employees, decide on the form and lecturers.

Motivation to learn
A training plan alone is not enough to achieve management's goals. To work effectively according to this plan, employees must be motivated to develop. The very fact of training is attractive to few people; the most important incentive is what the training will provide, how it will help in achieving the employee’s personal goal.

After all, what will people fight for without sparing themselves? Only for what they themselves passionately want. It remains to understand what people want in order to link a development program to this.

Development meetings
The most effective tool for employee growth and development is the systematic holding of individual development meetings. At such meetings, they analyze the goals that he would like to achieve within the enterprise (professional or career growth, increased earnings, etc.), jointly analyze the skills matrix and development plan, explaining how following these plans will help to quickly reach the goal.

For example, a seller wants to purchase his own home in order to become self-sufficient. At the meeting, you assess what is needed to achieve this goal:
1. Have a down payment.
2. Maintain a certain level of income for the bank to approve the mortgage.
3. Make reserves of funds to complete the transaction and meet the needs of primary improvement.

As a result of the analysis, you have the amount to be earned in a year and the level of monthly income to be achieved. All you have to do is determine what the employee currently lacks to achieve this goal. Let's say this seller needs to increase the number of monthly sales. The next step is an assessment using the skills matrix: what failures prevent the implementation of this plan. Next, the manager needs to present an individual development plan. Thus, the specialist will be seriously excited about this plan and will work on it with maximum efficiency.

The same is important to do with ambitious careerists. In any case, the enterprise needs a personnel reserve of managers, not to mention the opening of new lines of business, for which high-quality management is also important. By reviewing the matrix with a careerist and identifying what he lacks for further growth in his position, you can easily provide stable motivation and prepare a potential manager.

To develop the potential of people in an organization, it is important to make personnel career planning as transparent as possible. Having a holistic picture of their growth prospects, employees behave more responsibly and effectively, striving to meet the criteria known in advance and understanding that they are ready to invest in them.

Development meetings should be held periodically to keep staff motivated. At repeated meetings, the manager and subordinate discuss how far they have progressed in the planned plan, discuss what needs to be emphasized and determine further short-term goals. It is important to include such meetings in the personnel development management program and monitor the frequency of their holding.

5. Analysis of the effectiveness of the development program

How to evaluate how much the chosen development program has brought the company closer to its target indicators? To do this, it is important to consider a system for assessing the effectiveness of the program.

6. Organization of mentoring work

Using the skills matrix, identify employees who have the necessary knowledge and experience.
Analyze the potential and individual goals of each potential mentor from the resulting list. Perhaps some of them do not want to develop towards management at all; such people will have to be eliminated from the candidates.
Assess the necessary preparation for mentoring work: describe the tasks, select forms of work (for example, conversations, seminars or on-the-job training).
Prepare a list of employees who need mentoring (a skills analysis matrix will also help with this).
Draw up a general plan for the work of mentors (indicate the mentees, the mentors themselves, forms of training, terms, curators).
Create an individual work plan for mentors, specify in it the employees assigned to them and the types of work with them, as well as the deadlines for implementation.
Assess the appropriateness of the previously chosen (in point 5) method of assessing performance for this group of specialists, and adjust it if necessary.

7. Studying the provision of personnel reserve

To ensure that there are no disruptions to the implementation of the strategy during the year, it is necessary to think through the issue of personnel reserve in detail. To do this you have to go through the following steps:

Step 1. Create a list of positions that require a personnel reserve. At this step, the “places” of the highest staff turnover or the most “short-lived” positions are assessed. For example, in sales companies these are often specialists in making appointments for salespeople.

Step 2. Analyze the need for newcomers for new divisions, as well as for the expansion of existing departments.

Step 3. Create a list of candidates for the reserve from current employees of the company. For example, someone has long wanted linear growth or is simply bored, but has great potential; or perhaps someone is underperforming but is suspected to flourish in another position.

Step 4. Determine the list of competencies for the position for which reserve is required.

Step 5. Prepare a training program for the talent pool group and add it to the overall development plan of the company.

Summary
The plan for a personnel development management program in an organization will be complete if all 7 listed components are taken into account.

Thanks to well-thought-out development plans, all knowledge, skills and experience will always remain within the company.

This will ensure stable operations and minimize risks. Such companies become more competitive in the labor market, because one of the key criteria for assessing applicants is the opportunity for career or professional growth. If we talk about competitiveness in the professional market of an enterprise, then personnel development also plays a key role here.

Simply put, business ideas can be stolen, but creating a well-coordinated professional team will take years.