The organization, the employee's immediate supervisor, and the employee all have responsibilities in developing a career development plan. The formation of a successful career development plan depends on the joint efforts of the three parties.
1. Organizational Responsibility
Organizations have an important responsibility for stimulating and ensuring the implementation of professional development, which focuses on developing and enriching the organization's human resources according to the needs of both employees and the enterprise. Specifically, organizations should guide and advise employees to formulate and implement their career plans based on career experiences that can achieve their career goals. When new positions appear and old positions are eliminated, the human resources management department should be responsible for ensuring that this information is communicated to employees immediately. Because HR managers have close working relationships with employees and their managers, they know whether accurate information is being conveyed and whether the relationships between different career paths are properly understood. It can be seen that the main responsibility of the organization is to formulate and implement career plans for employees to improve the environment and create favorable conditions.
2． Responsibilities of managers
The managers here mainly refer to employees’ direct supervisors. While an employee's direct supervisor is not necessarily an expert in career development, he can and should play an important role in helping his subordinates move forward with their career development plans. It should be clear that the employee's direct supervisor should play a catalytic and feedback role to guide subordinates in developing career development procedures and help them evaluate the results.
In the process of employees formulating career development plans, their direct supervisors may play the role of consultant, evaluator, coach and mentor. In fact, judging from the current implementation status, many managers do not regard helping employees formulate career development plans as part of their management responsibilities. The reason for this is not that they are opposed to this role, but that they do not realize that it is part of their job. In order to solve this problem, companies can help managers change their concepts and improve necessary skills through corresponding training programs.
3. Employee Responsibilities
Employees' career plans must be made by themselves, because only the employees themselves know what they really want in their careers, and these desires vary from person to person. Therefore, the primary responsibility for developing a career plan lies with the employee himself.
From the above analysis, we can see that a successful career development plan is the result of the collaborative efforts of the organization, the employee's direct supervisor, and the individual employee. Among them: the plan is developed by employees, their direct supervisors provide guidance and motivation, and the organization provides the necessary resources and enabling environment. Figure 3 shows the responsibility distribution plan of a company’s career development system.
[Editor]
Implementation of the career development system
In order to effectively achieve the goals of the career development system and enable employees to establish effective career plans, four Basic steps are implemented.
1. Self-evaluation. Self-evaluation is the process by which employees understand and evaluate their abilities, interests and career goals. It is the beginning of forming a personal career plan.
2． Organizational evaluation. Performance evaluation is a traditional organizational evaluation method and is currently the main source of information used by most companies for career development. In addition, employees’ academic qualifications and work experience are also sources of information. Generally speaking, it is often not enough for organizational evaluation to rely solely on one source of information.
3. Communicate employees’ career orientation within the organization. In order to establish realistic and feasible career goals, employees must communicate with the organization to understand the available job opportunities and possible choices.
4. Provide necessary career counseling to establish a practical career plan. Career counseling is an activity that runs through all aspects of the career development process. The consulting body can be composed of the employee's direct manager, a human resources expert, or both.
Based on the implementation results of the career development system, employee career plans can be formulated, including career goals, implementation systems and implementation steps, see Figure 4.
Some issues that should be paid attention to: First, the time limit of long-term career goals should be combined with factors such as the individual’s current position and the actual situation of the company. The long-term goals of ordinary employees should not exceed 10 years; second, they should be formulated based on long-term goals. The short-term goals should be clear and feasible; third, each short-term goal should set output goals and capability goals. The so-called output goals are specific implementation goals set to achieve long-term goals. They are goals that can be measured based on specific standards. Capability goals are the corresponding capabilities required to achieve output goals.
[Editor]
Related cases of career development system [1]
Putian Information Technology Research Institute (hereinafter referred to as Putian Research Institute CP) is a subsidiary of China Putian Investment The Central Research Institute established by the company is a high-tech enterprise engaged in the research and development of new products in the field of communications. Putian Research Institute is mainly engaged in the research and development and pilot production of information communication systems and terminals, the development of information network software systems, the integration of large-scale information network projects, the market cultivation of new products, and provides industrial technology support to China Putian. Putian Research Institute passed the ISO9001:2000 quality system certification in 2002 and obtained dual certificates; in 2006, it became the first domestic company and the 15th company in the world to pass the CMMI level 5 (SE/SW/IPPD) assessment, and was recognized as a national-level company in 2006 Enterprise Technology Center. Putian Research Institute has established a national-level postdoctoral research workstation to jointly cultivate and export postdoctoral talents with famous domestic universities.
Since 2002, CP has begun to think and explore about employee career development, and through the "Job Family Theory", "Employee Position Value Theory", and "Employee Career Planning Theory
In-depth research on "On" and "Employee Motivation Theory", combined with the characteristics of non-production R&D enterprises, insists on improving the efficiency of talent management as the center, focusing on strengthening talent management functions, strengthening the overall planning of talent construction, and
/p>
Combine introduction and training with bold use, give full play to the role of "core talents", and at the same time focus on the overall effectiveness of talent development, combine solving current outstanding contradictions with focusing on the long-term development of the talent team, continuously optimize the talent team structure, and promote all aspects of talent development. We have comprehensively coordinated and sustainable development of similar talents in their respective career channels, gradually determined a position-centered human resources management and development system, and established a career development channel integrating managers, R&D personnel, and professional and technical (non-R&D) personnel. Career development channel for all employees.
The career development channel for all employees is carried out in four steps:
The first step is to establish a position system for all employees. A complete position system for all employees is formed at three levels: series, family, and category, and all positions within the organization are divided into 3 major series, 7 major position families, and 14 major position categories.
The second step is to build a career development channel for R&D personnel. Form a job evaluation and recruitment system for R&D personnel.
The third step is to improve the career development channels for managers. Form a management talent reserve system and a cadre competitive recruitment system.
The fourth step is to build a career development channel for professional and technical (non-R&D) personnel. Form an approval system for position-level promotions of professional and technical (non-R&D) personnel.
Establish a position system for all employees
Positions are the cells of an enterprise's organizational structure. An enterprise establishes departments based on certain strategies, and the execution functions of enterprise strategies are decomposed step by step according to certain management relationships. , and finally implemented in each position, the company's goals and the active subject to achieve the goals - "people" achieve the ultimate combination in the position. CP Company believes that the important basis for corporate strategy realization is positions, and human resource management and development will revolve around positions. As a result, CP Company introduced an advanced position management system.
Position management takes a single position as the management object, and uses position analysis to clarify the roles and responsibilities of different positions in the enterprise as well as the corresponding qualifications, and then uses analysis tools such as position evaluation to determine the role of the position in the enterprise. The relative value of positions forms a position value sequence within the enterprise.
In order to implement the career development work of all employees and establish a scientific theoretical and practical basis for building a career development channel for all employees, CP Company designed a system based on position management theory and position family platform in 2002. The core of the employee career development system is the position system for all employees of CP Company.
In accordance with this idea, and based on the company's strategic positioning and medium- and long-term planning goals, a complete position system for all employees of CP Company was determined at three levels: series, family, and category, thus integrating the positions within the organization. All positions are divided into 3 major series, 7 major job families, and 14 major job categories.
On the basis of classified management, in order to reflect the difference in the relative value of different positions to the enterprise, CP Company uses the position value assessment tool on the basis of 3 major job series, 7 major job families, and 14 job categories. 76 positions were identified and divided into four categories: influence (three dimensions of influence, organization, and contribution), communication (two dimensions of communication and structure), innovation (two dimensions of innovation and complexity), and knowledge (three dimensions of knowledge, team, and breadth). The value of each position is evaluated based on 10 elements and 10 dimensions. At the same time, an internal value sequence diagram of all positions is formed based on the point value of each position. This allows all employees to clearly understand the role of their position in the organization. The internal position and value lay a theoretical and practical foundation for the career development of all employees.
Building a career development channel for R&D personnel
CP Company is mainly responsible for the research and development of new technologies and new products, and provides new technologies and new products with market prospects and industrial scale capabilities. R&D personnel, who account for nearly 80% of the total number of employees, are the main body of CP company's value creation, so the construction of career development channels for R&D personnel is particularly important. CP Company began the construction of a career development channel for R&D personnel at the end of 2002, and it will be fully implemented by mid-2003.
1. Career development channel framework for R&D personnel
The career development channel for CP company’s R&D personnel is based on the R&D series of CP company’s all-staff position system. Due to the similarity between each position family and position category, the promotion channels for each category in the R&D family under the professional series are consistent. There are six levels of positions, namely "professional junior", "Professional Intermediate", "Professional Advanced", "Professional Senior", "Expert", "Advanced Expert".
2． Career development of R&D personnel
Evaluation principles. The evaluation, recruitment and promotion of professional and technical positions in the R&D group are mainly based on the "Position Description" of each professional and technical position in CP Company. The proposed employees are evaluated first and then hired. At the same time, based on actual work performance, only employees who rank in the top 40 in the same professional and technical positions in the department with their semi-annual or annual comprehensive assessment scores are qualified for promotion to professional and technical positions. The evaluation is mainly based on whether employees have the competence for various professional and technical positions. The appointment is based on the position establishment, and the vacant professional and technical positions are selected and appointed.
Plan the career development of R&D personnel at a moderate pace. Many companies are not reasonable enough in terms of employee promotion speed. One situation is fast-paced promotion. The consequence of fast-paced promotion is that after employees reach the top of their careers, they will lose their work enthusiasm or even leave the company because there is no room for development; the other situation is slow-paced promotion, whose disadvantage is that employees have to Without effective incentives for career development, it is also impossible to learn the knowledge of other positions. The correct approach is to adopt a moderate promotion, which is reflected in the planned arrangement of new employees to move to higher-level positions, and the reasonable arrangement of the time period for each promotion. A moderate pace can continuously motivate employees, improve the cognitive value of their positions, and allow them to have sufficient time to learn and master the skills for the positions to be promoted.
3. R&D personnel career development evaluation project
The R&D personnel career development evaluation project includes six aspects
4. R&D personnel career development evaluation methods and processes
The career development evaluation methods of R&D personnel are divided into two methods: direct identification and position review. Among them, the direct identification method includes two methods: professional and technical position identification for new employees and recommendation and promotion identification; the position evaluation method includes two methods: professional and technical position promotion evaluation and professional and technical position re-evaluation.
Identification of professional and technical positions for new employees. The identification of professional and technical positions for new employees means that when a new employee enters CP Company, the department or project leader will make a preliminary determination based on factors such as the new employee's academic qualifications, work experience, past performance, etc., and refer to each "Position Description" Professional and technical positions. During the employee's regularization assessment, the department or project leader will put forward professional and technical position identification suggestions for the new employee based on the new employee's regularization assessment results, which will be filled in the new employee's regularization form and approved by the leadership of the Human Resources Department and the supervisory institute. Approval of appointment.
Recommended for promotion. At the beginning of each year, the heads of departments/projects with outstanding department/project annual assessment results in the previous year, combined with the employee performance assessment results in the previous year, and based on the principle of erring on the side of shortage rather than excess, recommend the hiring of a small number of outstanding employees for promotion to professional and technical positions. The Human Resources Department conducts strict review on the promotion qualifications of recommended employees through review of assessment results and employee interviews. After passing the review, the Human Resources Department will disclose the recommender information to the entire hospital, and then submit the recommender materials and publicity results to the general meeting for approval, and finally announce the appointment results to the entire hospital. The points and value corresponding to the new positions hired by R&D personnel will increase to a certain extent.
Promotion review for professional and technical positions. CP Company will organize a professional and technical position promotion review every year. Before the review, a professional and technical position evaluation committee needs to be formed, which is composed of hospital leaders, managers, senior engineers in relevant majors, experts, senior expert position employees, and position evaluation consultants. The promotion review process includes individual application, department or project leader review, human resources department review, public announcement (to ensure that the review process is fair, impartial, and open), human resources evaluation, defense to the job evaluation committee, review confirmation, and issuing a document to announce the appointment results. .
Re-evaluation of professional and technical positions. If the department or project leader has any objection to the employee's professional and technical position due to changes in employee departments/projects, changes in the direction of professional work, changes in professional and technical position standards, staffing adjustments, etc., he or she may file a request later. During the latest professional and technical position promotion review period, the employee was asked to re-evaluate the professional and technical position, so that the employee could be re-appointed to the professional and technical position. The re-evaluation process for professional and technical positions
The review process is basically the same as the approval process for promotion of professional and technical positions, but the application is not made by the employee himself, but should be reported directly by each department/project team.
5. Dynamic management model for the career development of R&D personnel
In order to motivate employees to continue to develop at all times, CP Company has also introduced a dynamic management model in the evaluation and recruitment process for R&D professional and technical positions. After an employee is appointed to a professional and technical position, if his or her assessment score is "C" (needs to be improved) twice in total during the year and the annual assessment score is "C" (needs to be improved), he or she will be appointed to a lower-level professional and technical position.
Improving career development channels for managers
Whether CP company’s strategic goals can be successfully achieved, the professionalization of the management team will play a decisive role. They not only shoulder the important task of achieving corporate goals, but also shoulder the important task of guiding employee development, helping employees with career planning, and identifying and cultivating reserve talents for the enterprise. To this end, CP Company has started the construction of career development channels for managers since the beginning of 2003, in order to better motivate managers to propose more constructive management methods and other distinctive innovative management ideas, and to promote the management team long-term development.
The career development channel for CP company management personnel is based on the position system management series for all employees of CP company, including the career development channels for resource management personnel and product management personnel.
1. Construction of career development channels for resource management people
CP Company has set up a three-level promotion channel for resource management people, which are grassroots managers (third-level managers of departments, Assistant to the department general manager), intermediate/specialized middle management (department general manager, department deputy general manager, assistant to the dean), hospital-level/specialized senior management (dean, executive vice dean, deputy dean).
2. Construction of career development channels for product management family members
CP Company has set up two-level promotion channels for product management family members, namely special middle management (product\project manager, Special project director), special senior management (product\project general manager, product\project director, technical director).
3. Promotion management mechanism
For the promotion of resource management personnel and product management personnel, CP Company has set up a set of scientific and easy-to-implement procedures, including hierarchical recommendation of candidates. ,
360-degree interviews conducted by the Human Resources Department, candidate quality evaluation, open competition for candidates, office meetings to discuss and determine candidates, and the Human Resources Department issues appointment documents. In order to guide managers step by step towards the career development path set by the company
, CP Company combines motivation theory and career development theory to set quarterly key performance indicators and quality evaluation indicators for managers. The setting includes discipline, collaboration, enthusiasm, responsibility, diligence, innovation, work quality and work improvement.
This approach also comes from the theory of "vocational skills career development" proposed by CP Company. The theory of "vocational skills career development" means that enterprises guide employees to focus on the accumulation and improvement of their own professional skills, rather than just focusing on job promotion. When an employee's professional skills career develops to a certain level, the employee's competitiveness, employee's own value and employee's position will be simultaneously improved. The proposal of this theory focuses on guiding and stimulating employees' initiative, enterprising spirit and professionalism, rather than "shaping people" wishfully. CP companies use both internal drives and external incentives to simultaneously accelerate the career development of management.
4. Promotion supporting measures
CP company management talent training plan. With the rapid development of CP companies and the surge in staff size, the management scope of managers at all levels continues to increase. With the development of products, markets, and enterprises
the scale of CP Company will further expand. On the one hand, it is necessary to select more and better talents to supplement the management team. On the other hand, it also needs to provide suggestions to the existing management team. In order to meet higher requirements, various circumstances indicate that CP Company needs to build an excellent management team to effectively support and promote its rapid development.
In view of this, CP Company has formulated a management talent training system, established a supply channel to continuously provide qualified management talents, improved CP Company's overall management capabilities and levels, and formed a leadership team with cultural recognition and strong management. CP company's management talent training system includes management talent training system, e-learning learning platform and self-study method.
CP company manages talent reserve plan. In order to ensure the continuous supply of management talents, CP Company has also set up a management talent reserve plan, and uses "not only academic qualifications but also ability, not just qualifications but performance" as CP Company's principle for selecting reserve management talents. The top 20% of outstanding talents in each department's annual assessment, as well as employees with management potential and willingness to manage, have the basic qualifications to enter CP's management talent pool
and are also equipped with management mentors.
Personnel entering CP’s reserve talent pool can be divided into 3 categories:
(1) Employees with “technical leadership potential”: Such employees have sophisticated technologies Expertise, able to assume the leadership role of product development, and can be used as personnel in special management positions in CP companies, such as R&D team leader, special director, technical director, project manager, etc.
(2) Employees with "functional leadership potential": Such employees have the ability to lead a department or a certain business unit and can be candidates for CP company resource management positions, such as department level three Manager, department general manager, etc.
(3) Employees with "cross-field leadership potential": Such employees not only have the ability to manage work in their own profession, but also have expertise in other professional management work.
Such employees can be trained across departments or business units or as compound comprehensive talents, so that they have experience in multiple key business and functional areas, and gradually stand at the height of the organization's strategy and system, knowing, understanding and grasping things, So as to make correct decisions and execute accurately.
All employees who enter CP Company's management talent pool will participate in CP Company's management training series according to the arrangements of the management instructor, and gradually complete the corresponding training plan.
CP Company established a management talent reserve plan not only because of the organization’s emphasis on and investment in the cultivation of reserve talents, but also because the reserve candidates themselves are full of expectations for their future development, which will also Spontaneously drives self-growth and development.
Building a career development channel for professional and technical (non-R&D) personnel
In order to meet the career development needs of CP Company’s professional and technical (non-R&D) personnel, CP Company has established a professional and technical position system for all employees A career development channel for professional and technical (non-R&D) personnel has been built on top of the (non-R&D) series of positions.
The establishment of this channel is very different from the idea of ??establishing career development channels for management personnel and R&D personnel. When management personnel and R&D personnel improve in their corresponding job channels, it will be reflected through job changes. The positions held by professional and technical (non-R&D) personnel have specific professional fields, and their job content and position value are fixed, which makes it very difficult to establish a career development channel. After detailed analysis and research on the characteristics of this series of positions, based on the guidance of the position value application theory, a breakthrough position was proposed
The "level" promotion method: set 5 positions in the same position The levels are divided into level one (assistant level), level two (specialist level), level three (sponsoring specialist level), level four (supervisor level), and level five (senior supervisor level). Divide each level
< The p> level is effectively combined with the P value design in modern compensation theory.Promotion methods and processes for non-R&D employees
Due to the differences in the professional characteristics of various professional positions for non-R&D employees, the method of job promotion adopts the professional position level identification of new employees and the professional position level of current employees. There are two methods for promotion approval. The first to third levels reflect the positive correlation between working time, experience, performance and ability, and development is reflected in normal promotions; the fourth to fifth levels reflect professional proficiency, and organizational recognition is reflected in the form of approval.
New employees’ professional position level identification. The professional position level identification of new employees means that when a new employee enters CP Company, the department head will make a preliminary determination based on the new employee’s academic qualifications, work experience, past performance and other factors.
Refer to the description and requirements of each professional position level Professional job level. During the employee's regularization assessment, the department head will then put forward recommendations for the new employee's professional position level identification based on the new employee's regularization assessment results, fill in the new employee's regularization form, and be hired with the approval of the Human Resources Department and the leadership of the supervisory institute. .
Approval for promotion of current employees to professional positions. Approval for promotion to professional positions for current employees is generally scheduled at the beginning of each year. Employees who are promoted to second or third-level professional positions and meet the cumulative two annual assessment results of "B" (good) or above can be promoted to one level based on the original professional position level. It will be initially reviewed by the department head, re-examined by the Human Resources Department, approved by the leader of the competent college, and then published in a document by the Human Resources Department. To promote an employee to the fourth or fifth professional level, an application must be submitted by the employee or department manager based on the entry conditions and review conditions of that level, and the relevant review certification materials must be submitted, which will then be initially reviewed by the department head. Promotions can only be made after review by the Human Resources Department, announcement to the whole hospital, approval by the office meeting, and appointment documents issued by the Human Resources Department. Employees promoted to the third level will be eligible to compete for third-level managers, and employees promoted to the fourth or fifth level will be eligible to compete for second-level managers. At the same time, employees who are promoted to the third level or above will be eligible to participate in management training and manager expansion meetings organized by CP Company.
At the same time, a dynamic management model is also introduced.
After an employee is appointed to a professional position, if his or her assessment score is "C" (needs to be improved) twice in total during the year and the annual assessment score is "C" (needs to be improved), he or she will be appointed to a lower-level professional and technical position.
By establishing and implementing a position-centered career development channel for all employees, CP Company has overcome the difficulties and confusion it encountered and has become a value-creating department. A well-structured talent team has been established to provide human resource guarantee for business promotion and sustainable development; employee promotions are more systematic and standardized, which enhances employees' external competitiveness; and can evaluate employees' competencies more scientifically , to better achieve fair competition and make the best use of talents; statistical data shows that it has achieved significant results in many aspects such as employee fitness rate, satisfaction rate, training achievement rate, and core talent turnover rate.
The establishment and implementation of the career development channel has greatly mobilized the enthusiasm of all employees, and the performance of the entire team has been outstanding: in 2005, the Putian patent group effect was formed in the field of mobile memory; following the TD-SCDMA wireless access After successful calls into the system, it obtained the telecommunications network access license from the Ministry of Information Industry in 2006 and opened a large-scale trial network in Beijing, becoming one of the four major equipment providers in the world that can provide overall solutions for TD wireless access systems.
In the construction of a position-centered career development channel for all employees, we believe that there will inevitably be an intersection between vertical and horizontal development, which will be new positions for CP companies to adapt to future changes, such as A new compound position requires the qualities and experience of a certain level in two or even three job categories, thus forming a networked, multi-dimensional career development space for employees.