Personal career planning of telecom employees
I. Necessity of career planning
Looking at the development of telecom operators in recent years, it is generally believed in the industry that if the former China Telecom had carried out employee career planning earlier, then the former China Telecom would not have lost so many outstanding talents. In this sense, the former China Telecom is indeed the "Whampoa Military Academy" in China's telecommunications industry, which not only brought up a large number of all-powerful talents, but also made competitors easily gain many elites in the industry. Then, what are the main reasons for the staff turnover of telecom operators? The salary level of telecom operators is absolutely attractive and competitive in the local area, which shows that the reason why telecom employees go to other operators is not as simple as their low salary. Man struggles upwards. In fact, what a person values more is his own development space.
The telecom industry is different from other industries in that there are only a few enterprises in the industry, and the competition is more intense and obvious. In other words, once high-value talents are lost, they are likely to be lost to the most direct competitors. Therefore, the brain drain is more serious for telecom operators.
a key issue in attracting and retaining outstanding talents is to help employees plan their careers. Career planning refers to the process of designing one's career goals, career development path and preparations to be made. With the help of executives and enterprises, employees make a comprehensive and systematic analysis of subjective aspects such as their own values, personality, ability and development orientation, as well as objective aspects such as the social environment and organizational environment in which individuals live, and choose occupations and specific jobs that suit their own characteristics. Job selection after career planning can greatly improve employees' job satisfaction, enhance the attractiveness of enterprises to talents and reduce the loss of outstanding employees.
the main responsibility for making career plans lies with individuals, but it is by no means just the personal affairs of employees. Telecom enterprises must provide a lot of support in the career planning of employees. Therefore, it is very important to clarify the roles of individuals, supervisors and enterprises in career planning.
second, the role orientation in career planning
career planning is a management activity with full participation. Only by fully mobilizing the initiative of employees, managers, companies and other aspects can effective career planning be realized. In an effective career planning system, these aspects bear different responsibilities and play different roles, but they are indispensable.
1. Employee
Career planning, from a certain perspective, is the planning and design of employees' own lives. Therefore, it is unthinkable to design a career without my participation.
so, what responsibilities should telecom operators make employees bear in the process of developing their career planning? Or what role should employees play?
you should have a preliminary understanding of the theoretical knowledge of career planning, and make clear your career stage and development needs. This step should be the most important part of the role played by employees.
should show good work performance. In this way, employees will have the possibility of further development in the company. On the other hand, career planning also helps employees improve their performance.
You should actively get effective feedback from your boss, colleagues, customers and other information sources, so as to clearly understand your strengths and weaknesses in your work.
you should determine your future career development direction. The future career development direction can only be determined by employees themselves, and it is difficult for others to impose it.
you should take the initiative to know what learning activities and training programs are available in the company. Through self-assessment, employees determine the knowledge and skills they need, and then they need to actively collect relevant education and training information in the company.
you should have an interview with managers about career design.
contact with different groups from inside and outside the company, such as some professional associations and project teams. On the one hand, you can collect more information, on the other hand, you can improve your ability in learning.
2. Managers
The role played by managers is quite important. In most cases, employees need to get relevant information and suggestions on career development from managers.
at different stages of career, managers of telecom operators should assume the roles of coach, evaluator, consultant and recommender.
Coaching means that managers should find out employees' problems in time at work, such as lax work, lack of concentration, declining performance, and showing dissatisfaction at work. After discovering these problems, managers should conduct detailed interviews with employees and listen to their knowledge and opinions; Then, according to the demands of employees and the objective analysis of reality, the needs of employees are determined and defined in detail.
evaluator means that managers should give feedback on employees' career planning. The goal of career planning is to motivate employees to improve their performance. Therefore, managers should make clear the company's standards, responsibilities and needs, so as to make employees' career goals move along the track of company goals.
Consultant means that managers should be able to provide employees with different career choices, help employees set their own career goals, and provide theoretical and practical suggestions.
references refer to other career planning resources that managers should recommend to employees, such as company training and business seminars; It is also necessary to give feedback to employees about career planning and recommend different learning and promotion opportunities to employees in a timely manner.
3. The company
carries out employee career planning. Telecom operators are planners and supervisors. Besides consulting and information support, they should also be guaranteed from the organization and system.
(1) To set up corresponding departments to complete related functions and work. This is the basis of implementing employee career planning. Generally speaking, there are two organizational models.
first, set up a special organization to undertake the systematic design of employee career planning. For example, at&; T in 1987, the company established the employee career system department, which is composed of 15 people, and is responsible for employee career development, organizing employee career development advisory committees (composed of middle-level human resources managers from various business units) to complete the specific work of employee career planning, and providing corresponding consultation for employees at all levels.
second, it is to grant the relevant rights to the human resources department, so that it can bear the relevant responsibilities. For example, in Motorola and other enterprises, the function of employee career planning is divided into different functional areas of human resources department. In the employee performance appraisal system, the employee's Personal commitment includes the goal of employee's career planning, the relevant training and the support of the supervisor needed to achieve this goal, and the career planning is constantly improved in the interview with the supervisor; In the recruitment system, an internal opportunity system is set up especially for employees whose current positions do not match their career goals. Employees who meet the requirements within the enterprise give priority to filling job vacancies, so as to ensure that employees give priority to finding positions that are more suitable for their career development within the enterprise.
(2) The career planning of employees of telecom operators is not an expedient measure in the face of competition, but one of the tasks that should be carried out for a long time. Therefore, it is necessary to establish a perfect system to ensure the efficiency and effectiveness of employee career planning. It mainly includes basic system and supervision system.
The basic system ensures that China's telecom operators can play the role of planners in employee career planning, which is the basis for career planning. The basic system mainly includes the following aspects.
a career information system and database system: establish an information system to provide vacant positions within the enterprise in time and a database of job qualification requirements for each position within the enterprise. For example, at & T provide employees with a personal career reference guide, so that all employees can understand the work content of each business unit, and provide two advisory forms, one is a list of business units classified by business field, and the other is a business field classified by skill.
b employee self-evaluation system and database system: build a perfect evaluation system, provide a variety of evaluation tools, and establish a personal file for each employee's evaluation results to record each employee's growth process and career development stage.
c standardize the scientific career development training system: establish a multi-directional training system for supervisors, employees, human resources personnel and internal trainers. For example, at&; T not only for supervisors and employees at all levels, but also formulated the guiding principles for conducting career development discussion activities; Training is also held for trainers, to help the human resources leaders of various business units master the employee career development system and its tools, so that they can train the human resources representatives of their own departments.
d multiple career development routes and job rotation system: define multiple paths for employees' career development, ensure employees have multiple choices, and ensure employees' job rotation within the enterprise, so that employees can enjoy the pleasure of freely choosing career development and improve their satisfaction and loyalty.
e career planning program system: according to the actual situation of the enterprise, determine the specific implementation procedures of career planning. Generally speaking, it includes employee's self-evaluation, actual inspection, goal setting, career path determination, action plan formulation, evaluation and feedback, action plan and other steps. Many enterprises combine these procedures with employee performance management procedures to realize the interactive development between career development and performance improvement. Of course, this procedural system must be set according to the actual needs of enterprise management.
The supervision system of employees' career planning mainly manages and supervises the rights, responsibilities and obligations assigned by various departments, managers at all levels and employees in the process of career planning. It is mainly embodied in implementing the basic system to all departments and managers at all levels, clarifying the responsibilities, rights and obligations of enterprises, supervisors and employees, carrying out employee career planning in an orderly manner, and supervising the progress and implementation of this work.
Third, design multiple career development routes
In the process of employees' career planning, it is particularly important to design multiple career development routes. The traditional career path is often one-line. For example, the career path of technicians is often: assistant engineer-engineer-intermediate engineer-senior engineer-chief engineer, while the career path of managers is often: assistant-sponsor-supervisor-project manager-deputy department manager-department manager-assistant general manager-deputy general manager. Obviously, there are relatively few development opportunities for technicians. For telecom operators dominated by professionals, it is particularly important for key employees to feel that they are valued by the company. The one-line career path will make professionals inferior to managers in status, salary, development opportunities and many other aspects. Eventually, high-value professionals may leave the company. The solution is to provide employees with multiple career paths.
The system of multiple career development routes allows employees to decide their own career development direction and provides them with a kind of "pleasure of choice". In Figure 1, technicians have the opportunity to enter three different career paths, namely, a scientific research career path and two management career paths. These three different development paths have similar salary levels and development opportunities, which is beneficial for employees to choose a development path that best suits their interests and skills.
generally speaking, telecom operators should adhere to the following two points when designing multiple career development routes for technicians.
it is the primary concern when designing the career development route to ensure that the salaries, benefits, status and rewards obtained by technicians are not lower than those of managers. Of course, the nature and content of the work of technicians and managers are different, and the basic salary can be different. The basic salary of technicians can be lower than that of managers, but they should have the opportunity to improve their overall income through scientific research bonuses, patent bonuses and other forms.
technicians should be given the opportunity to choose their career path. This not only means that telecom operators design different promotion routes and show their employees different development paths, but also means that telecom operators should provide them with relevant career planning resources such as evaluation methods. By evaluating the information, technicians will understand whether their interests, values and strengths and skills are suitable for technical positions or management positions.
The multiple career paths designed for technicians do not mean that all technicians can embark on management careers. Only those technicians who really have excellent management skills can choose whether to become managers according to their own interests. It should be noted that the design of multiple career paths is by no means to indulge those employees who lack management skills. For employees who can't enter the management, telecom operators can focus on the reward incentives in the design of the salary system. The salary of these employees should be based on the level of knowledge, not just on the requirements of the current job. Through the formulation of salary system, employees are encouraged to broaden their skills and reduce the difference in return rate between management positions and non-management positions. ;