Do a good job in the career development of employees.
Career development channel generally refers to the route of employees' career development and promotion in the organization, and it is the main way for employees to get job satisfaction, realize their career ideals and achieve their career goals. Starting from the actual characteristics of enterprises, scientific and effective design and management of employee career development channels is an important content of human resource management and one of the main ways for enterprises to form core competitiveness.
In the mid-1990s, some enterprises in China started specific research and practical attempts in this field. For example, 1998, Huawei began to reform and innovate the employee career development channels. Huawei Technologies realized that in order to encourage employees to continuously improve their professional skills, retain talents, cultivate talents and tap talents, we must first let employees know the rising channel of their career development. On the basis of learning from the British model, Huawei designed the famous "five-level dual-channel" model.
At present, China has begun to pay attention to the research on the design of employee career development channels and related issues, but on the one hand, due to the lack of systematic theory as a guide, there are fewer objects for full reference and lack of standardized and effective operation techniques; On the other hand, research and practice mainly focus on providing career development channels for all employees, and pay less attention to designing career development channels that meet the characteristics of employees. We should actively carry out research on the design of career development channels.
First, the basic steps of enterprise employees' career development channel design
In the actual operation process, we should generally follow the following steps to establish a career development channel for enterprise employees:
The first step is to analyze and design positions in employee career development channels. This is the preparation for establishing the foundation of enterprise career development channel, which needs to be re-analyzed and redesigned in combination with enterprise strategy, organizational structure and key processes.
The second step is to design the hierarchical structure of career development channel (job level). Analyze and integrate all positions in the enterprise, divide them into different career development series based on standardized positions, set scientific and reasonable career ladder grades for different career development series, and enrich career development series.
The third step is to evaluate the post level (rank) of the career development channel. According to the characteristics of enterprise post setting, a scientific evaluation index system is designed, the weight of each index is determined by analytic hierarchy process, and the fuzzy comprehensive evaluation of post grade evaluation model is carried out, and finally the corresponding relationship between posts is determined.
The fourth step is to set the level ability standard in the employee career development channel. Determine all kinds of quality and ability requirements and corresponding grade requirements for qualified posts, and establish competency model as a standard to judge the feasibility of employee promotion and job transfer.
The fifth step is to design the employee career development channel information management system. According to the specific actual needs, do a good job in system analysis and design, establish relevant databases, and realize the sustainable and optimized management of posts, hierarchical structure, corresponding grades and grade ability standards of employee career development channels.
The sixth step is to complete the design of employee's personal career development channel. Using the relevant resource conditions provided by the employee career development channel information management system, combined with the employee's personal career development needs and the actual situation of the enterprise, help employees realize reasonable personal career development channel planning.
Second, the diversified specific design of enterprise employees' career development channels
The design of career development channel for enterprise employees mainly includes three aspects: job category, job level and rank. Job categories are generally also called career development sequence, and different jobs can be divided according to different enterprises. For example, the positions of manufacturing enterprises can generally be divided into management, professional, technical, marketing, operational affairs and other types. On the basis of reasonable job classification, according to the actual situation of the enterprise, design the level of career development, that is, job level and rank. Job level refers to working in
At different stages of career development, the same post level can be divided into several ranks according to its contribution, responsibility and ability to the enterprise; Grades are levels set according to different abilities (knowledge, skills, etc.). ) employees at the same job level. Taking a manufacturing enterprise as an example, the diversified design of employee career development channels is shown in table 1.
Third, the definition of enterprise employees' career development channel qualification standards
The focus of career development channel design is the setting of qualification standards at all levels, which is different from post qualifications. The post qualification is the minimum requirement for the post, while the grade ability standard is to classify the posts according to the minimum requirement and the highest possibility, mainly considering the ability and quality characteristics of employees at all levels, highlighting the core competence and contribution areas, reflecting the differences of each level, and making it easy to judge and operate in practice. The main purpose of establishing post qualification system is to cultivate and improve employees' ability, so as to promote employees to maintain high work performance all the time. It mainly includes three elements: basic conditions, ability conditions and behavior standards (as shown in Table 2). In addition, the qualification standards must be scientifically and reasonably revised regularly or irregularly by the human resources department of the enterprise according to the changes and needs of enterprise development.
The important basis of career path division is the characteristics of posts. Therefore, different career paths should have different considerations about job qualifications. According to different needs, different standard combinations and evaluation methods are adopted for human resource planning, personnel recruitment, training and development, leadership development (promotion and succession planning), organizational development, career development planning (multi-channel career development) and knowledge management. At the same time, when formulating specific standards in the channel, we should consider the operability of promotion management, the qualification gap between the upper level and the lower level, and whether employees can pass the efforts of the lower level.
Work hard and gradually meet the requirements of the next level. If there is a fault in the middle, it is difficult for employees to be promoted in practice. Finally, compare the qualifications between channels. In reality, employees often develop from one channel to another, so in this case, qualifications should provide some basis for employees to switch between different channels, which requires considering how the levels between channels correspond and whether the qualifications of different channels can reflect certain convergence. Therefore, after the qualification of each channel is established, it is often necessary to compare the channels to avoid the huge difference in qualification standards between channels. From the perspective of competence, the post qualification system should classify employees' abilities, standardize the training and selection of employees with the post qualification standard system, establish career development channels for employees, attract employees to learn and grow continuously, and provide important basis for human resources work such as promotion, salary and welfare.
Fourthly, the guarantee of implementing the design of career development channel for enterprise employees.
It is a complex process for enterprises to design and manage employee career development channels, and the problems involved are multi-level and multi-faceted. It needs a good atmosphere and environment, relevant manpower, material resources and financial resources, the support of organizations and leaders, and other corresponding and supporting management systems to ensure its implementation.
1. was supported and promoted by senior leaders.
The reform of career development channel system involves recruitment management, salary management, performance management, training and other aspects, almost all departments of enterprises, and also involves a series of problems such as staffing, capital investment, policy promotion and implementation tracking of reform design activities. Without the support and encouragement of senior leaders, all work will be difficult. Therefore, it is necessary to make senior leaders of enterprises realize the importance of designing employee career development channels conceptually, adhere to the concept of employee development-oriented, actively support the establishment of employee career development channel system, and create a good atmosphere for change, so as to formulate corresponding policies and equip relevant personnel to ensure the real and effective implementation of employee career development channels.
2. Establish an organizational and personnel security mechanism.
Implementing the reform of employee career development channel will certainly bring a certain or even greater management workload, which must require enterprises to give relevant protection in organization and personnel. To implement the reform design of employee career development channel, we must first set up relevant organizations and equip relevant professionals. Its leaders should be composed of the company's chairman, general manager, vice president of personnel, deputy general manager, trade union chairman and human resources minister, and be responsible for the specific planning and review of employees' career development; In addition, it is necessary to set up an employee career development management task force, and the employee career development management organization will designate a person to be responsible for the specific work of employee career development management.
3. Establish a matching performance management system.
Establishing performance management oriented to employees' career development, on the one hand, is to evaluate employees' current job performance, so as to determine whether it matches their existing position in the career development channel system; But it is more important to evaluate the future work development potential of employees, so as to encourage employees to continue to advance through their own abilities and achievements when designing reasonable career development channels. In addition, we should not only pay attention to the assessment results, but also pay attention to process management and behavior management. We must organically combine "managing the past" and "managing the future" in performance management. After performance appraisal, it is also an important task for managers to insist on full performance communication with employees to help them diagnose and improve their performance, so as to urge employees to re-establish new goals and realize continuous encouragement to employees.
4. Improve the matching salary management system.
It is necessary to realize that the salary system of enterprise employees has changed from the traditional post salary system to the functional salary system. The design of employee career development channel should lay a good foundation for the division of salary grade, and avoid the practice of dividing employees from the perspective of salary grade in procedure. The traditional post salary system will cause employees to squeeze into management positions in order to improve their income level, thus causing the loss of outstanding professional and technical personnel. The functional wage system adheres to the basis of paying employees' remuneration, which must be the essence of employees in their work.
Qualitative ability. Its biggest feature is to pay attention to and respect the development of employees' personal ability, and take the specific qualifications and ability grade standards of each post category, post level and rank of employees' career development channels as the basis for objective evaluation of enterprises. Encourage employees to continuously improve their post-holding ability and work performance, at the same time, take into account the fairness inside and outside the enterprise, and realize the continuous improvement of the salary and treatment level, so as to maximize the continuous and effective incentives for outstanding employees in the enterprise.
5. Establish a training system oriented to employee career development.
According to the needs of enterprise development strategy, the basic laws of enterprise employees' career development and growth are deeply analyzed, and the different needs of employees for relevant knowledge, experience and skills at different stages of career development are accurately found out, so as to establish and implement a hierarchical and classified human resource development and training system. Training can improve employees' own knowledge level and work ability, so that employees have enough capital and ability to undertake new tasks and responsibilities from outside the enterprise. Enterprises systematically train employees in an organized and planned way, which can prevent the opportunity cost caused by the lack of employees' ability. In addition, the necessary training for employees also expresses the concern and love of enterprises for employees, thus enhancing the recognition and loyalty of enterprises and mobilizing the enthusiasm of employees. Therefore, the establishment of a training system oriented to employees' career development can make the strategic goals of enterprises and employees agree and promote the sustainable development of enterprises and employees. ■