Career development: what should enterprises do?

As a new concept, career development management has been widely publicized by many enterprises in recent years as a tool to attract employees or organize cultural propaganda. However, in practical work, we find that many enterprises have no clear understanding of what to do and how to do it. As a result, most enterprises lack the technical support of human resource management in career development management, which makes career development management a dead letter. So what should career development management do? First, standardizing the way of career development is the foundation. When it comes to career development, many people often think of promotion. Actually, career development is more than just promotion. All measures (such as job rotation) aimed at improving employees' career development ability and improving employees' employability can be called career development. For example, the logistics department of an enterprise has an accounting audit team whose job is to check the bills sent back by the national sales channels with the management information system. The nature of its work is similar to that of financial work, but for a long time, the employees of the group and the employees of the finance department have been fragmented and lack of communication, which has led to frequent employee turnover in the group. In fact, the first step to standardize the employee career development model is to divide the post sequence within the enterprise. Position sequences can usually be divided into main sequences and subsequences. The so-called master sequence refers to the sum of several sequences with similar professional knowledge, including management master sequence, functional support master sequence, business support master sequence, technical master sequence, marketing guru sequence and operation master sequence. Subsequence refers to a professional category, such as financial management subsequence, human resources subsequence, information management subsequence and enterprise management subsequence in the main sequence of functional support. For example, in the process of consulting for a clothing enterprise, the author divides all positions into six main sequences: each main sequence can be divided into 25 sub-sequences according to the differences of professional knowledge and skills; If the job sequence is clearly divided, the career development mode of employees can be divided into five ways: 1) Rotation within the subsequence can enable employees to fully and systematically understand their professional knowledge and expand their skill structure. The expansion of skill structure, the enrichment of job responsibilities and the increase of difficulty are the inevitable ways to train experts in professional fields. For example, the rotation of salary management, performance management and recruitment management specialists in the sub-sequence of human resource management can enable employees to systematically master the knowledge and skills of each module of human resource management and prepare for further training human resource supervisors or managers. 2) In-sequence promotion is the most common way of employee development, and promotion means the promotion of position level. Subsequent promotion is conducive to motivating employees, boosting morale and inheriting corporate culture. Subsequent promotion means an increase in management responsibilities and an improvement in professional level. For example, human resource management specialist is promoted to supervisor, and supervisor is promoted to senior supervisor. 3) Rotation among related subsequences can enrich employees' professional knowledge, understand the operation of the whole system of the sequence and reduce departmentalism. When the professional barriers between sub-sequences within a sequence are not obvious, the practice of regular post rotation between sub-sequences can be adopted. The personnel rotation between sub-sequences is conducive to the cross-departmental flow of talents, optimizing the allocation of human resources in the company and opening up a broader space for employees' personal career development. If the product design subsequence is changed into process subsequence, the process of enterprise products from design development to manufacturing can be understood more systematically and comprehensively. 4) Joining the management team means undertaking the heavy responsibility of enterprise development and personnel management. Joining the management team is an important source of motivation to motivate employees. 5) Inter-sequence job rotation is mainly used to cultivate the future backbone of enterprises. Team rotation is an important way to cultivate the senior management team of compound enterprises. Job rotation between sequences is also conducive to cultivating employees' overall view and breaking departmental departmentalism. Such as the rotation from production sequence to sales sequence. Standardizing the career development model will lay a good foundation for the further development of employees. For example, the accounting and auditing position in the above case belongs to the financial management subsequence in the functional support sequence of employees in the financial department. Through sequential division, the enterprise has defined the post categories, standardized the career development model, and the employees of the accounting and auditing team and the employees of the finance department rotate regularly, greatly reducing the employee turnover rate. Second, it is the key to clarify the division of roles in career development. There is no doubt that employees should bear the main responsibility for their own career development, but what responsibility should enterprises bear in the career development of employees? We believe that the main participants in making employee career development plans include individual employees, direct supervisors and human resources departments. The main body of the employee's personal career development plan is the employee himself, and the employee has the responsibility to implement the plan and bear the consequences of its implementation. On the other hand, enterprises have the responsibility to develop employees' abilities and create conditions to help employees realize their development plans through counseling, consultation, supervision, evaluation and training. Undertaking the professional management of enterprise employees is the direct superior of each employee and the human resources department. The direct supervisor should clearly understand the abilities, interests and ambitions of subordinates, pay attention to the opportunities existing in the enterprise in combination with the employee's career development plan, provide employees with alternative development paths in time, cultivate and encourage employees to be proactive, and keep abreast of the progress of employee's career development in combination with employee performance appraisal. The human resources department plays the role of organization, coordination, consultation and management in the whole system to ensure the normal operation of the system. Third, take talent training as an important responsibility of department managers. Talent training is not only the responsibility of human resources department, but also the important responsibility of department manager. For example, Corning requires managers at all levels to take primary responsibility for employees' career development. The company requires every supervisor to know the skills his subordinates need, their interests and values, and their career development needs. The company requires smooth communication between managers and their teams in terms of career development. Through dialogue and feedback, managers can find out what abilities they need to know about employees and what they can do to improve each employee's contribution and job satisfaction. The boss of a private enterprise attaches great importance to the acquisition and cultivation of talents from the beginning of the enterprise. No matter what position, the boss must personally interview all the people recruited by the enterprise. In daily work, the boss often talks with employees with development potential to talk about the next career development and planning. However, with the development of enterprise scale, the boss is busy with the development strategy of the enterprise all day and has no time to take care of the cultivation of talents. However, managers in all departments are unwilling to undertake the responsibility of cultivating people. Even in talent recruitment, they would rather recruit employees with good attitude but poor ability than employees with strong ability and development potential. As for the development and training of talents, not to mention. Seeing that the quality of enterprise talents is not satisfactory, the boss can only worry. Later, the author suggested that the training of departmental talents should be used as an evaluation index to evaluate departmental managers, and achieved good results. In fact, at the beginning of the implementation of employee career development in Corning Company, many managers with advanced technical background were unwilling to change their behavior and took it as their responsibility to cultivate talents. Because of daily routine work, most managers' energy is occupied. In order to encourage managers to put talent training in an important position, Corning Company takes employee training as an assessment index and combines the assessment results with rewards. At the same time, Corning strongly advocates the idea of company reform and urges managers to regard employee training as a set of measures and ideas with long-term interests. In the routine briefing, the company takes a report on the "Ten Successful Conditions" of employees' career development as a conceptual guide and the basis for evaluating various business departments. The "Top Ten Success Conditions" are as follows: 1. Management sets expectations; 2. Supervisors need to learn new skills; 3. Employees use career development tools; 4. The supervisor is responsible for the development of employees; 5. Provide personal professional information; Career development and management: what does the enterprise line industry do? 6. Leaders set an example and train employees; 7. Effective measures to track the development effect; 8. Staff training should be combined with other human resources systems; 9. There are practical ways to keep the staff development work going; 10. Constantly update the knowledge of employees and supervisors. Fourth, performance feedback and improvement are important means. Performance feedback is an important method to improve employees' performance. Through performance feedback and improvement, it is an important means to find out the shortcomings of employees' career development and provide timely performance counseling for employees. Before the end of each work year, the direct supervisor should review and summarize the work performance of the past year with the employees according to their own assessment standards, sum up the problems existing in the career development process, find solutions, clarify the short-term and long-term goals of employees' career development, and adjust the plan to achieve the career development goals when necessary. The enterprise will provide corresponding support according to the position of employees in the figure below. 1) Employees whose work performance, work attitude and work ability are rated as "double high" will be automatically included in the candidate list for rank and salary promotion; 2) For employees with high work performance, positive attitude and insufficient ability, the enterprise will arrange corresponding training to help employees develop their business ability; 3) For employees with high work performance, strong work ability but not positive work attitude, the enterprise will increase their job responsibilities, strengthen their management and help employees further develop their abilities; 4) For employees with poor work performance, positive attitude and lack of ability, the enterprise will arrange corresponding training, strengthen business guidance and help employees develop their business ability; 5) For employees with poor work performance and strong work ability but not positive work attitude, the enterprise will strengthen management and help employees develop their business ability by changing their work attitude; If employees can't agree with the culture, system and management mode of the enterprise, they should consider changing their posts or dismissing them. 6) Employees with "double low" work performance, work attitude and work ability will be demoted and dismissed. In this respect, 3M Company is a good example. At the end of each year, every employee of 3M Company will receive a work order for the next year. Employees fill in their views on work in the work list, and point out 4~5 main enterprising directions and expectations for next year. The work order also includes a work improvement plan and a career development plan. Then, employees and their supervisors analyze the work list together and reach an agreement on the work content, main areas of progress and expected value, as well as the development process next year. In the second year, you can modify this work order as needed. This process aims to highlight the areas that need to be strengthened and improved according to the relevant factors in the process of achieving the goal. Until the end of the year, the supervisor will commend the performance according to the previously determined performance content and enterprising direction. The process of performance evaluation and development also promotes the communication between the directors and employees of 3M Company. They hold regular performance discussion meetings (usually quarterly) to encourage employees to take the initiative to have informal discussions with supervisors as needed. Through the performance interview, the performance of employees has been greatly improved, and the satisfaction of employees has also been improved.