An individual development plan, an example of which we will consider below, is a tool with the help of which an employee purposefully and systematically develops the necessary qualities and skills. The IPR itself is a specific document that specifies specific development goals and certain actions by which they can be achieved.

Benefit of the company

That is why in most modern companies an individual development plan is drawn up for each employee. An example of such a document will be presented below. With its help you can implement several tasks at once:

• the employee begins to engage in his development more systematically and purposefully;
• coordination of work and development goals is ensured;
• opportunities for control and self-control emerge;
• specific and general ideas of self-development are translated to the level of performing specific actions;
• an analysis of your strengths and weaknesses is carried out.

In the vast majority of cases, IPR is used by large companies as a tool for self-development of managers working in the personnel reserve. But this does not mean that it is ineffective as an independent technique, since when used correctly it plays a very important role in improving the work of staff.

Benefits for employees

For an employee, the example he receives in his hands is beneficial in the following ways:

• it allows timely preparation for any new projects, positions or upcoming changes in the organization;
• self-organization is ensured, since if you have an IPR, it is much easier to introduce into your work or life plans any actions and events that help achieve specific goals;
• priorities are identified and emphasis is placed that need to be paid attention to in the process of development and learning.

Through the systematic use of IPR, it is possible to determine the managerial potential of the company, as well as predict the main opportunities for its further development. Also, more experienced employees are involved in monitoring development and training processes. Knowing the individual development plan, an example of which is given to each manager, the company can engage in more accurate implementation of personnel policies.

Among other things, with the help of IPR, the direction of efforts used within the company's strategy is ensured. By participating in the development of IPRs using internal and external consultants, the company provides assistance to managers in prioritizing and placing emphasis during training and development in accordance with the chosen tactics.

How to compose it?

To ensure real effect using an individual development plan, an example of it must be drawn up by a competent specialist with experience and skills in carrying out such work. Basically, compilation includes three main stages.

Preparation

The employee studies the report on the results of the assessment (if one has been carried out), after which he receives and studies the main development-related recommendations from the manager, independently determines development priorities, and, if necessary, consults with internal or external consultants. What to do if you can’t draw up an individual development plan on your own? An example of such a document can be provided by a development and training specialist who is present on the staff of most large organizations.

Compilation

The employee fills out a table, indicating the priorities of his own development, and also draws up a map of developmental actions, on which he clearly indicates when and how he will develop the necessary skills.

Coordination

A consultant or manager reviews each individual employee development plan. Examples of such a document are widely available, so it will not be difficult for an employee to draw it up on their own. After this, the authorized person makes the necessary changes, if necessary.

Statement

A completed individual employee development plan, examples of which can be found in specialized publications, approved by consultants, is sent to managers or representatives of the HR department for final approval.

Areas of development

Among the main areas of development in the IPR the following are often indicated:

• Developing skills in the workplace. The employee engages in various changes in the work process that can help improve his competence.
• Perform special assignments or projects. After an individual employee development plan has been drawn up (example above), the employee is assigned to carry out a project that requires an increased level of competence from him.
• Learning from other people's experiences. More competent employees are monitored, after which a new individual specialist development plan is completed. More experienced colleagues can also give you an example of how to fill it out.
• Seeking feedback. An employee discusses his own work with subordinates and colleagues, considering it from the point of view of his competence.
• Self-learning. An in-depth analysis of his work is carried out, after which the employee independently looks for some more effective solutions that could improve his work in the company.
• Trainings. A person takes part in various training programs.

Thus, this tool is universal. Some people even draw up an individual plan for the development and life of the child. An example of such a document will be provided by psychologists, doctors and many other specialists.

What should the example contain?

IPR often includes a specific list of activities necessary to develop specific skills in a specialist. Depending on the field of activity of a particular organization and its scale, such a list can be extremely diverse and, in addition to other data, include the following:

• direct training in new skills within your organization, as well as obtaining them outside of it;
• participation in any projects where an employee can gain valuable experience;
• staff rotation;
• conducting an internship;
• mentoring, mentoring and coaching;
• performing any additional assignments, tasks and roles;
• passing optional or mandatory certification.

In the vast majority of cases, development plans do not include any tasks that relate to the achievement of specific KPIs or specific targets.

Deadlines

For newcomers, in the vast majority of cases, it is customary to set plans for a period of approximately six months, and for already existing employees this time period can reach a year. For HiPOs or employees with increased potential, such a plan can be drawn up for a period of three to five years at once.

In the best case, a regulation on personnel training or some other document should include not only the steps of the career ladder, but also the criteria by which the professional skills and knowledge of a specialist are assessed. Thus, employees, together with their manager, can assess their current competencies and determine what needs to be developed to achieve the next career step.

Development of civil servants

In practice, it has been repeatedly proven that the use of IPR in government agencies is an integral element of managing and improving the work of personnel. With the help of this tool, a significant increase in the professional level of a specialist is ensured, which is important not only for the employee himself, but also for the government department in which he works.

An individual development plan for a specialist, an example of which you can see in the article, is a document that describes the main development goals and a certain list of actions required to be performed by a civil servant. At the same time, the coordination and approval of such documents differs somewhat from the above procedure.

How are they compiled?

First, an example of an individual development plan for a manager or employee is drawn up. In accordance with the official regulations, it should be developed for approximately three years.

If a person, then the individual development plan indicated by him is approved. This procedure is carried out by the organization’s management for three months after the official has been appointed to his position.

When an individual plan for a civil servant is drawn up (an example of a document is available at any enterprise), it must include the following characteristics of the person:

• education;
• work experience in your profession;
• quality of knowledge, skills and abilities;
• personal aspirations.

This is only a basic list of information that is taken into account when compiling this document. Individual development plans for civil servants, an example of one of which is given in the article, includes an indication of the duration of additional education, as well as its main direction and expected effect.

How are they approved?

The approval of such documents is carried out by the heads of bodies or individual departments, depending on which category a particular civil servant belongs to.

The IPR is drawn up in two copies, with one of the forms sent to the employee’s personal file, while the second is handed over to him. That is why, when an individual development plan is drawn up, an example of filling it out must be provided so that you do not make any mistakes and the damaged document is not entered into your personal file.

In order for an employee’s dreams of any titles, scientific degrees or internships abroad to become more realistic, he must, under the strict guidance of his immediate superior, draw up his own development plan for the next three years. Therefore, you can always motivate your employees with potential development within the company, constantly showing that they still have room to grow.

What does it include?

An example of an individual professional development plan for a civil servant is, first of all, a specific list of activities aimed at improving the managerial and professional qualities of an employee. The main types of such events are the following:

• Educational. They are aimed at ensuring that the employee receives some new knowledge that may be useful to him in the performance of his immediate duties.
• Developmental. They are used to improve a person in his professional field and acquire new skills. Thanks to such events, the employee covers new horizons in his work and can perform a wider range of tasks.
• Fixing. Activities designed to practice skills that an employee already has or has recently acquired.

It’s worth noting right away that examples of an individual employee development plan for competencies should be drawn up separately for each specialist, since the main objective of this document is to determine the personal differences between what level the official has at the moment and what is needed from him in higher positions .

The basis for compiling the IPR includes a number of assessment procedures, which also include a personal interview between the boss and the employee himself. In each individual case, its imprint is also left by the specifics of the civil servant’s activities, as well as the position he occupies.

What do you need to know?

In the standard version, the individual development plan includes three main elements that will be developed by a civil servant: abilities, knowledge and skills. The tools that will be used in the process of implementing the individual development plan can have an extremely wide range, and its list directly depends on the results of the assessment of the abilities of a particular specialist.

Quite often, individual professional development plans include attending various external or internal trainings aimed at improving skills, as well as various tasks that are mainly of a managerial nature. The main elements of internships are indicated as a separate item, as well as the level of complexity of the official tasks delegated to this official. Basically, they are much more complex compared to those they encountered while performing standard duties.

Main aspects of compilation

In the process of drawing up an individual plan, not only the employee’s education and personal goals are taken into account, but also the tasks of the corresponding structural unit. In other words, the knowledge that the employee is going to gain must be relevant to his work activities. It is worth noting that a civil servant has the opportunity to receive additional professional education not only with a partial break for up to three working days a week, but even with a certain complete break from performing his immediate duties.

The following can be indicated as the main areas of additional professional education:

• legal;
• managerial;
• planning and financial;
• organizational and economic;
• linguistic;
• information and analytical.

And all this is just a basic list of areas that can be included in an official’s individual plan. For example, some specialists may indicate in their plan the need to study a foreign language, and most of them do require this. A number of other activities are envisaged aimed at the professional development of civil servants, among which the following can be noted:

• postgraduate studies;
• obtaining higher education;
• participation in symposia, scientific and practical conferences, round tables and other events.

Among other things, today the desire for self-development is highly encouraged, which also needs to be taken into account.

The HR service of a specific department is developing an example of an individual development plan for a manager. Every year she must be involved in the formation of applications for training for civil servants within the limits of the available state order for advanced training, internship or professional retraining. At the same time, he may indicate that, for example, he has English language courses scheduled for the spring, in the summer he will give a presentation at a specialized scientific conference on law, and in the fall he needs to go to Foggy Albion to attend training related to effective personnel management. It is worth noting that in this case, the civil servant does not spend anything to obtain the necessary knowledge, and attendance at such events is fully paid for from the state treasury.

It is possible to interest promising employees and increase their motivation and loyalty if they are able to realize their need for self-development, if they have a clear idea of ​​the possibilities for their career growth. To achieve this, the enterprise develops individual employee development plans, in the implementation of which both the employees themselves and the organization are interested..

The article addresses the following questions:

1. Why are individual employee development plans necessary?
2. What does an individual development plan contain?
3. How an individual employee development plan is drawn up and what its structure is.

What is an individual employee development plan?

An individual development plan developed for a specific employee is a list of training activities aimed at acquiring new and expanding existing competencies that ensure his professional development and career growth in a given company. Such a development program is drawn up taking into account both the needs of the employee himself and the needs of the company, so its implementation brings benefits to both the employee and the company. For an employee, an individual development plan is one of the non-financial motivation factors that allows you to have a clear understanding of each stage of career growth and the measures that need to be taken to achieve it. The extent to which an employee is interested in the implementation of this plan, how effectively he implements the recommendations received, can also serve as a factor of material incentives when awarding bonuses or planning his further career growth. The company, through the implementation of individual development plans, increases the loyalty and professional qualifications of its employees, the quality of their work, and the competitiveness of the products and services provided.

An individual development plan, in essence, is a career chart drawn up taking into account the characteristic professional and personal qualities of an employee. It identifies priority areas and a strategy for his development, and provides recommendations in accordance with which he will be able to systematically climb the career ladder. These recommendations are specific in nature; they may contain a list of thematic trainings and seminars that the employee will need to undergo; list of skills that require development. The plan may include increasing the level of existing knowledge, as well as the implementation of special projects and tasks that allow obtaining an objective assessment of qualifications at each stage.

What should an example of an individual employee development plan contain?

The activities contained in the example of an individual employee development plan are divided into training, development and reinforcement. A career plan may include:

1. external and internal training with or without interruption from production;
2. selfeducation;
3. participation in new projects in order to acquire additional skills and experience;
4. horizontal training and rotation;
5. training with a coach or mentor;
6. assistance and internships;
7. independent performance of additional tasks and assignments;
8. certification using assessment methods selected depending on the learning objectives.

An individual employee development plan is drawn up to achieve specific goals by the immediate supervisor, HR manager or the employee himself based on assessment procedures and techniques. It is necessary if it is planned to transfer an employee to a new position or expand his job responsibilities, if it is necessary to increase the efficiency of work in his position, or to ensure the interchangeability of employees.

We talked about how to retain valuable and promising employees with the help of a well-structured management system in the article.

Most often, employees included in the personnel reserve of the enterprise undergo training according to individual plans. For new employees, it is advisable to draw up individual development plans for six months, for others – annually. Development plans for high-potential employees can be drawn up for a period of three to five years.

The Regulations on Personnel Training, which must be developed at the enterprise, or in job descriptions must formalize the requirements for each step of the career ladder. Clearly formulated assessment criteria provide the opportunity for control and self-control at each stage of development. Based on these criteria and the company’s needs for specialists, the manager and employee must jointly determine what professional knowledge and skills, what competencies the employee needs to acquire and develop. Such feedback allows you to take into account the employee’s strengths and weaknesses and create a plan that optimally allows him to realize his potential.

Training and movement within the organization, even horizontally, is a good way to motivate employees.

How to create an individual employee development plan

An individual employee development plan is drawn up in several stages. The preparatory stage includes assessing the employee’s existing knowledge and skills, determining development priorities and developing recommendations from the manager or HR manager. Then you need to draw up and fill out a table with priority areas of development and indicating the activities necessary to achieve your goals. The table will also need to indicate the methods and timing of developing the necessary skills. After this, the individual plan must be agreed upon with the manager or HR manager, they can adjust and supplement it, and then approve it.

When drawing up a sample individual employee development plan, it is necessary to take into account that the developmental activities listed in it must be logical and consistent, development must proceed according to the principle “from simple to complex.” The inclusion of an activity in the plan must be justified so that it is clear how it will contribute to the acquisition of a particular skill. It is also necessary to clearly indicate the timing of developmental actions and activities or their frequency.

A universal sample of an individual employee development plan

As a rule, an individual development plan has a universal structure. It contains information about a specific employee and a list of professional tasks facing him. In addition, the plan should provide specific recommendations that will allow it to achieve its goals:

1. develop corporate competencies and business qualities;
2. develop professional skills, knowledge and skills.

The plan must contain the item “Development Goals”; it must be presented in tabular form. The first column provides a list of specific goals, the rest indicate the time frame for their achievement, the methods used or developmental actions. The plan should also include the “Implementation Results” item. This point assesses how much the employee managed to achieve the tasks assigned to him. It can contain both the employee’s self-assessment and the assessment of the supervisor or development manager, as well as the necessary comments and conclusions.

When deciding how to draw up an individual development plan, it should be borne in mind that today, for this purpose, you can use specialized software products or individual modules of universal software, with the help of which the accounting and approval of applications for training and certification are also organized, and the costs of development of each are calculated. employee or member of the personnel reserve.

An individual development plan (IDP) for an employee is such an excellent motivational tool that one wonders why it is so rarely used. This is a classic case of the vin-vin strategy: an employee is purposefully and systematically engaged in improving the qualities and skills needed by the company. It is not that difficult to develop and implement (even if someone tries to scare you with invited coaches and special programs), and the synergistic effect for the company can be much higher than initial expectations.

What is IPR

This is a list of activities (training, developing and consolidating new knowledge and skills), thanks to which the employee will develop professionally, developing new competencies and increasing work efficiency. It is always compiled for a specific person, taking into account his personal goals, company goals and the characteristics of the position.

It may also record stages of career growth and/or salary increases in response to the employee achieving a certain professional level.

An IPR is usually drawn up for six months to a year (for beginners - maybe 3 months), and for employees with high potential or in serious managerial positions - for several years. It can (and should) be adjusted as necessary, for example, if the vacancy for which the employee was “raised” became available faster.

For whom is the IPR compiled?

The situation when every employee of the company has an individual development plan is somewhat idealized. It is quite understandable when an employer is quite satisfied with the current qualifications of an office manager or has no desire to awaken unnecessary ambitions in an ordinary accountant. Therefore, most often an IPR is compiled for key company specialists, managers at various levels and representatives of the personnel reserve.

Benefits of IPR for the employer

• Increasing employee loyalty. The emergence of a feeling of security and confidence in the future: if they develop me, invest in me, it means that I am interesting and needed by the company.
• The ability to control the development of your specialists - so that it goes in the right direction and at the right pace.
• Expanding the range of tasks that a specific specialist can perform and increasing their level of complexity.
• Forming in employees exactly those new competencies that are needed for the company’s future tasks and projects. Coordination of employee potential and organization development strategy.
• The ability to build a personnel policy taking into account the forecast of professional and career growth of employees.
• An increase in the overall efficiency of the company if the main forces (and a relatively small budget) are invested in people in those positions that contribute to increased productivity.
• Savings on finding and attracting highly qualified specialists and management representatives, as they are grown within the company.
• And yes, let’s be cynical: a specialist can be “burdened” with additional serious tasks that take up more than just working time. But we must remember that he has the right to fail them: “I’m not a wizard, I’m just learning.”

Specialist development programs work especially well in companies working in areas where the labor market is oversaturated with offers, and it is easier to grow a competent employee than to find in the field.

Mikhail, Head of Marketing Department: “One girl under my command was striving for new professional horizons, but ours was just saggingSEO promotion. We made a plan, sent her to the seminar, bought the appropriate book, and she herself collected the necessary information on the Internet. As a result, search engine optimization worked. Of course, we increased her salary. But if we outsourced this task to some online agency, the costs would be more significant.”

Benefits of IPR for an employee

• Satisfying the need for professional development, which can provide career growth (both vertical and horizontal) and an increase in salary.
• Ensuring self-organization: it is clear what to do, how to do it, with what result and in what time frame. It becomes easier to integrate learning into your work and life plans.
• Concretization of goals in professional and personal development, which previously existed at an abstract level.

The list of benefits turned out to be shorter than for the company, but the first point is so significant that there was no need to continue further.

Types of development activities within the framework of the IPR

They can be very diverse, depending on the needs and capabilities of the company:

• Training within the company, if it has its own trainers, or through mentoring;
• External training at the expense of the company (attending seminars, trainings, master classes, taking courses, etc.);
• External training by the employee himself (attending seminars and trainings at his own expense, viewing publicly available lectures, webinars, etc.);
• Attending professional events: conferences, round tables, etc.
• Reading professional and business literature;
• Participation in projects that provide new experience and practice of acquired skills;
• Personnel rotation;
• Internships;
• Passing various certifications;
• Performing tasks and assignments outside the scope of the job description;
• Request feedback from management, colleagues, subordinates and experts.

Expert advice : if an employee is given the task of studying certain books, then the result should be a corresponding summary. The same goes for attending all kinds of professional events, especially at the expense of the company. When a person has to write a report following an event, his concentration increases sharply, and then he has to deal with sorting out the information received. Such notes and reports may prove useful to other employees of the organization.

Stages of compiling an IPR

1. Assessment of the employee’s current level of competence, including based on the results of certification, if one is carried out.
2. Determining key employee development goals in accordance with the needs of the company, developing recommendations.
3. Drawing up a table or map with a list of training, development and reinforcement activities. For each of them, criteria for achieving the goal and deadlines must be indicated. It is important to maintain consistency so that the employee does not have to apply knowledge and skills that have not yet been acquired. The complexity of the tasks performed should increase gradually.

An exception is when, due to circumstances, an unprepared person was appointed to a new position with some advance payment. In such a situation, the missing competencies need to be acquired at an emergency pace.

1. Coordination of the development plan with all interested parties.

During one planning stage (for example, six months), it makes sense to develop only 2-3 currently key competencies. It must be remembered that IPR is an additional burden to standard work duties, which must be performed first.

Specific examples of individual development plans can be found in specialized publications and on Internet portals.

Who draws up the IPR

Typically, the IPR is compiled by the employee’s immediate supervisor together with him, under the supervision of a personnel specialist. If required and possible, external consultants are involved.

This can be done manually or using special software. Naturally, the latter is only appropriate for very large companies.

Errors encountered when implementing IPR

• The IPR is designed for an employee who does not have an active position on the issue of self-development and has no interest in professional growth. Such a person will either fail to implement the plan, or will carry it out purely formally.
• The IPR is imposed on the employee, compiled without his consent and does not take into account his personal goals and wishes.

Larisa, director of PR: “At one of my previous jobs, they once told me that they would prepare me for a promotion in six months. And under this pretext they began to use it in the tail and mane. It’s impossible to say that I was against a promotion, and new and difficult tasks always attracted me. But due to the ultimatum nature of these events, my enthusiasm was almost halved, and an unpleasant aftertaste remained in my soul.”

• No motivation. The benefits of implementing the IPR are not explained to the employee; he does not understand why this plan is needed and what positive changes it will lead to. The second option: a person sees that career prospects are described purely theoretically, and there are no real chances for promotion.
• Material motivation is involved - bonuses and bonuses and the implementation of individual points of the plan. This approach leads to the fact that IPR is considered as a source of income and is again carried out formally.

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You can interest employees and increase their motivation not only with money, but also by giving them the opportunity to realize their need for self-development. For these purposes, individual development plans (IDP) are drawn up.

What is an individual employee development plan?

An individual employee development plan is a list of activities aimed at increasing the employee’s work efficiency and professional growth.

This plan is drawn up taking into account the needs of both the company and the employee and demonstrates the expected stages of career growth

It is worth noting that the Individual Development Plan is also an element of non-material motivation; increases loyalty and quality of work performed.

The plan may contain not only an increase in the level of knowledge, but also set the task of completing any special projects.

What should an example of an individual employee development plan contain?

An individual development plan, as a rule, contains a list of developmental activities. Depending on the company’s field of activity and its scale, this list can be very diverse and, among other things, may include:

• training (both in the company and external), independent;
• participation in projects where the employee can gain valuable experience;
• staff rotation;
• mentoring, mentoring and coaching;
• internships;
• performing additional tasks, roles, assignments;
• passing mandatory and optional certification.

Development plans, as a rule, do not include tasks related to achieving certain KPIs or targets (this is for, for example, efficiency plans).

Planning timeframe:

For newcomers, plans are usually set for six months, for those already working for a year. For HiPO (high potential employees) it can be for 3-5 years.

Ideally, the personnel training regulations (or other document) should specify both the steps of the career ladder and the criteria for assessing professional knowledge and skills. In this way, employees and their supervisor can assess current competencies and what needs to be developed to achieve the next career step.

It is worth noting that employee development can go not only vertically, but also horizontally.

How to create an individual employee development plan

The IPR is compiled in stages.

1. The preparatory stage involves assessing the employee’s current competencies.
2. Determining employee development priorities in accordance with the company's goals.
3. Drawing up a table with agreed development priorities and a list of development activities. Methods and terms for developing competencies are indicated. Their frequency.
4. Coordination of the plan with the manager or other decision maker (decision maker).

When drawing up a sample development plan and a specific copy, do not forget about the rule “from simple to complex”; training activities must be consistent.

A universal sample of an individual employee development plan

IPR is usually quite universal. It contains instructions about a specific employee (for example, full name and position, department) and the actual main points

1. Development priorities (or goals)
2. Time frame for achievement
3. Performance results - here the degree of achievement of the tasks assigned to the employee is assessed. The assessment can be carried out by a manager or independently.
4. Specific recommendations for achieving goals

It is worth noting that an individual development plan can be drawn up not only manually, but also using special software (which can automate the entire process of personnel training, personnel reserve, calculation of training costs, etc.).

Thanks to the rapid development of market relations and information technology in the last years of the 20th century. The perception of development and its role in the company’s competitive advantage has changed significantly.

Personnel development is a qualitative change that helps to unlock the personal potential of each employee and increase their ability to bring greater impact to the organization and society.

Traditionally, personnel development involved a set of measures, including vocational training, advanced training and retraining of workers. Forms of development implementation include rotation, career planning, reserve.

In modern dynamic conditions of functioning of organizations, the development of employees should be carried out systematically, purposefully and continuously and be aimed at timely training of employees to solve new problems, pursuing goals determined by the needs of the organization. In addition, development should be aimed at qualitative improvement of both professional and individual characteristics of employees (Fig. 5.3).

Rice. 5.3.

The implementation of the principle of continuity involves a transition from the “education for life” approach to the “life-long learning” approach. In 2002, a report by the European Commission defined lifelong learning as “a set of deliberate activities (both formal and non-formal) undertaken by actors on a continuous basis with the aim of improving their knowledge, skills and competencies within existing institutional capabilities.”

Continuing education is a process of personality formation, which involves the creation of educational systems that are open to people of any age and generation and accompany a person throughout his life, contribute to his constant development, involve him in the continuous process of mastering knowledge, skills, habits and ways of behavior.

The development process should include the design of the desired model of behavior, which should lead to the achievement of the organization's goals, as well as coaching - influencing personnel in order to increase the effectiveness of their behavior.

Personnel development can be general And professional.

Under general development refers to the formation and improvement of qualities in the organization’s employees that are not directly related to their professional activities. Under professional development understands the process of preparing employees to perform new production functions, occupy positions, and solve new problems, aimed at overcoming the discrepancy between the requirements for an employee and the qualities of a real person, the process of filling the components of a person’s professional experience with new content. The professional development of an organization must be considered from two perspectives: from the perspective of the human factor (a person as a bearer and owner of professional experience) and from the perspective of the formation and development of the organization’s personnel potential (development of the organization’s job structure, the need for which is related to the professional experience of personnel necessary to solve problems, facing the organization).

The structure of goals and objectives for personnel development is presented in Table. 5.8.

Table 5.8

Structure of goals and objectives for personnel development

Main areas of personnel development are the following.

• 1. Improving the quality of human resources, i.e. developing the necessary competencies of personnel that will allow them to master new forms of work; increasing work motivation; development of communication connections, teamwork skills, etc.
• 2. Improving organizational culture, including:
  • social and professional adaptation of personnel;
  • improving the psychological climate in the team;
  • analysis and adjustment of organizational culture in accordance with the directions of change.
• 3. Improvement of personnel policy and organizational structure of personnel management, including:
  • search for new forms of organizing labor processes based on the principles of reengineering, total quality control, and the creation of quality working groups;
  • improving communication processes; implementation of information systems, etc.

The need for professional development is determined by identifying the gap between the actual knowledge and skills of employees and those required to solve current and future problems, i.e. by identifying between existing and future competencies. The composition of key competencies is determined through an analysis of the organization’s activities, identifying problem areas and promising areas of development.

The development needs of an employee are determined using assessment procedures (certification, within the framework of the management by objectives method), based on the results of which a development program for a new employee is drawn up. This process also takes into account factors that influence the need for employee development: the dynamics of the external environment, the emergence of new models of equipment and technology, changes in the strategy and structure of the organization, the need to master new types of activities (Fig. 5.4).

Rice. 5.4.

Thus, personnel development is focused on the development of the organization’s personnel potential, in which the leading role belongs to the individual development of employees, which includes the following Aspects.

• 1. Career and movement.
• 2. Development goal (expected result).
• 3. Key areas of development:
  • workplace development;
  • special assignments, projects;
  • learning from the experiences of others;
  • receiving feedback;
  • self-study;
  • trainings and seminars.
• 4. Assessment of development results:
  • achieving development goals;
  • implementation of training plans;
  • rotation (internship).

The personnel development strategy is determined by the organization's strategy and is defined as a model of actions aimed at creating a set of requirements for the work of personnel to achieve the following organizational goals:

• strategic goals of development and ensuring the competitiveness of the organization are a prerequisite for planning personnel development for a strategic perspective;
• formation of a general development strategy for the organization - allows for assessment, analysis and selection of the necessary system of influencing personnel for its successful implementation in practice;
• organization strategy – determines production goals and objectives facing employees, on the basis of which personnel are assessed to determine the level of qualifications, production skills, abilities and capabilities of the organization’s employees;
• organization development strategy - establishes the dynamics of requirements for personnel in terms of developing their business qualities (Table 5.9).

Table 5.9

The relationship between business strategy and the organization’s personnel development strategy

The purpose of personnel development is to increase their intellectual potential. Personnel development includes training, retraining and advanced training of personnel, professional adaptation, assessment, career planning, formation of a personnel reserve and personnel rotation. New forms of personnel development also include distance learning for employees, training for management, and the creation of personnel development centers.

The organization's policy in the field of personnel development is presented in Fig. 5.5.

When planning personnel development, it is necessary to determine a set of skills and abilities for each professional group of workers, assess the state of the trainee, and draw up appropriate training programs (Fig. 5.6).

Personnel development planning includes the following stages.

1. Determination of development needs based on an analysis of the development needs of the organization’s personnel by identifying the discrepancy between the actual professional knowledge of the personnel and the knowledge that they must have to achieve organizational goals.

Wherein sources of information about professional development needs are:

• individual development plans;
• requests and wishes of the employees themselves;
• organization development strategy.

Employee development plan should include:

• assignments for a certain period aimed at moving to the next stage of job growth;
• professional and personal development activities;
• employee training plan in educational institutions;
• career plan.
• 2. Formation of the organization's development budget by preliminary estimating the costs of professional development over the next year and comparing the budget with the identified needs in order to determine training priorities.
• 3. Defining professional development goals for each development program.
• 4. Development of programs and selection of teaching methods.
• 5. Assessing the effectiveness of development using tests to identify new knowledge, monitoring the work of employees, and assessing the effectiveness of the training program by the employees themselves.

Rice. 5.5.

Rice. 5.6.

An assessment of the impact of personnel development programs on increasing labor productivity and product quality can be determined using the formula

E = P × A × V × K–K× Z,

where P is the duration of the impact of programs on labor productivity (years); N – number of employees studying to develop their potential, people; V– cost assessment of differences in labor productivity of the best and average workers, den. units; TO– coefficient characterizing the effectiveness of employee development (performance growth, expressed in shares); Z – employee development costs, den. units

The effectiveness of investments in personnel development is assessed using the formula

For these purposes, the method of D. Kirkpatrick and D. Phillips can also be used (Table 5.10).

Table 5.10

Assessment of training effectiveness ( according to D. Kirkpatrick and D. Phillips)

It is important to note that in the conditions of the information economy and knowledge economy, self-learning organizations are formed, i.e. organizations that, in the process of their main activities, not only solve the problems facing them, but also learn through solving these problems (Table 5.11).

Table 5.11

Differences between traditional and learning organizations

The main features of a self-learning organization are learning on its own based on real information, continuity of learning and knowledge exchange and management (Table 5.12).

Table 5.12

Stages of knowledge management

The main training methods used in the organization are presented in Appendix 7.

The principles of a self-learning organization are implemented by many organizations in the form of a corporate university, which is the training division of the organization. It aims to connect the theory and practice of training to business needs. Its main goal is to provide training at the right time and most effectively to the category of personnel who need it. The Corporate University solves the following problems:

• provides the opportunity to learn on the job, transforming acquired knowledge and skills into work experience;
• in its work relies on corporate culture;
• allows for innovative developments within the organization’s business;
• Links training to the company's business strategy.

As an example, we can consider the experience of personnel development of the Chelyabinsk Tractor Plant - Uraltrak LLC company.

Main directions of the enterprise's personnel policy implemented as part of the annual personnel program.

• 1. Attracting highly qualified specialists.
• 2. Targeted training.
• 3. Advanced training.
• 4. Attracting young specialists.
• 5. Creation of a council of young professionals headed by the general director.

The company employs 18,025 people, including:

• with higher education – 2580;
• with postgraduate studies – 16;
• with secondary special education – 3538;
• with average general – 9062;
• with incomplete secondary education – 2613.

For targeted training, the company closely cooperates with specialized specialized and higher educational institutions. In 2002, 5,046 employees improved their professional level, of which:

• 1) 3749 workers, with a plan of 2874 people:
  • received a new profession – 409;
  • received a second profession – 422;
  • upgraded their qualifications – 2918.
• 2) 1297 managers, specialists and employees:
  • acquired computer skills – 582;
  • improved their qualifications – 715.

In order for planning training activities to bring benefits not only to employees, but also to the company that invests money in it, training must be carried out systematically, i.e. include a full cycle of work, starting from identifying training needs and ending with performance assessment (Fig. 5.7).

Rice. 5.7.

The model is placed within the external environment of the organization and within the organization's strategy and personnel development strategy. Their boundaries are indicated by a dotted line rather than a solid line. This shows that the boundaries are permeable and overlap. The inner part reflects a systematic approach to learning.

Companies often neglect to identify training needs and, even more often, to evaluate the effectiveness of the training provided, implementing only an intermediate stage: they enter into contracts with external providers, spend considerable financial resources and send employees (often without their particular interest) to trainings, seminars, etc. This approach in most cases leads to unjustified expenditure of money and time and brings the organization little closer to achieving its strategic and tactical goals.

The main result of the implementation of a full cycle of work on personnel training and development is the organization of a continuous, self-reproducing training system, which:

• increases the interest and motivation of company employees in learning and professional growth;
• increases employee loyalty to the company;
• improves the psychological climate in the team;
• improves the quality of employee performance of work functions;
• brings transparency to the financing of training activities.

In Fig. Figure 5.8 presents a diagram of the learning business process, according to which the learning process is implemented systematically.

The need for training is formed at different levels. In other words, it can be determined by the employee, the organization

Rice. 5.8.

tion or both together. At the same time, each of the parties solves its own particular problems (Table 5.13).

Table 5.13

Opportunities that shape learning needs

Within the HR department, there is a department (sector) for training and personnel development, which includes the following specialists: HR manager, responsible for identifying the training needs of employees and for organizing training events, internal trainers, responsible for assessing the effectiveness of training and conducting seminars and trainings for company employees.

• Mironov V. Kirkpatrick training assessment: the test of time, 2009. URL: top-personal.ru