The term when an employee is raised for an office for the future

In my experience in sales, often a lot of these concepts are not something that sales managers or sales assistants are not using, but they are not even familiar with. Or they do not fully understand their meaning. And yet - this is the basis of the foundations.

Test your employees, do a little test on the knowledge of the elementary. This will help to a certain extent assess the level of preparedness of each of them.

• B2B (English "Business to business" - Russian "Business for business", abbreviated as "bi tu bi") is a market sector that works not for the end consumer, but for other companies.

• B2C (English "Business-to-consumer", Russian "Business for the consumer") is a market sector that works for the end consumer.

• CRM (English "Customer Relationship Management") is translated as "customer relationship management". This software is designed to automate, organize and simplify the process of working with clients, make it more transparent and understandable.

• Cross-sell (cross-sale, or additional sale) - a sale made against the background of an already made purchase, usually complementing it (sale of related products).

If you sell shoes, then the related products may be shoe care products.

• KPI (Eng. "Key Performance Indicators"), or key performance indicators - is a measurement system that helps an organization to achieve strategic and tactical goals.

• Up-sell, or "raising the amount of the sale" - this is the motivation of the buyer to buy a product for a larger amount. For example, in comparison with a more expensive and higher quality / functional product, the buyer tends to the more expensive product.

• Active sales Is the process of selling a product / service, which includes finding customers, identifying and meeting their needs.

• Active listening - communication technique, in which the role of the listener is to support the speaker.

• Alternative question - a question that contains two (three) answer options.

• Attraction - a pleasant sensation, a feeling in relation to someone or something that arises in a person under the influence of the interlocutor.

• Influencing persons - participants of the purchasing center who are not directly involved in making a purchase, but influencing it.

• Objection - This is a meaningful disagreement between the client and the seller.

• Clarification of needs - one of the five stages of sales, which consists in identifying the need for a potential client to solve certain problems and tasks.

• Two-step sales - sale of a cheap product (or sale of a product for free) with the aim of subsequent sale of a more expensive main product.

For example, before offering a customer to purchase CRM, we first suggest downloading a free trial version.

• Dumping - sale of goods / services at prices below market prices (sometimes, below the cost of goods) in order to bring the product to the market, drive out competitors, etc.

• Distribution - wholesale purchase of goods with the subsequent organization of sales.

• Make a deal - the last of the five stages of sales, implying the signing of a contract and the sale of goods to the buyer.

• Closed question - a question that assumes the answers "yes", "no", "I do not know."

• Purchasing center - a group of people, one way or another taking part in the purchase.

• Sales channel Is a way to attract clients to the company. For example, direct sales, telephone sales, etc.

• Customer base - the aggregate of all customers of the company who have ever made or are planning to make purchases in the company.

• Personal sale - sale, in which the seller and the buyer communicate directly with each other, and information about the product comes from the seller. In this case, the seller itself may not have the goods at the time of sale.

• Customer loyalty - a positive attitude of the buyer towards a certain company for a long time.

Loyal customers spend 10 times more than regular customers. (Source)

• Marketing (English "Marketing", from "Market" - market) - a company management system aimed at its development and success by solving problems and problems of consumers.

• Management (English "Management" - Russian "Management, organization") - a set of means and methods of managing an organization, aimed at the effective distribution and use of available resources.

• Excuse - an objection arising from the customer during the purchase process and usually has no objective basis.

• Open question - a question to which it is impossible to answer "yes" or "no", a detailed answer is assumed.

• Passive selling - the process of buying a product / service by a buyer through an independent contact with the company.

• Positioning - search and identification by the company of such a market position, which will favorably distinguish it from competitors.

• Product presentation - one of the five stages of sales, during which the seller tells the buyer about the benefits that the purchase of the presented product will bring him.

• Claim - expression of dissatisfaction with the client, associated with some mistake made by the seller.

• Accessions - replicas of the seller, allowing him to start a conversation with a client on the trading floor.

• Sale - 1. Purposeful process of helping the client to make the right one, i.e. a mutually beneficial solution. 2. The process of meeting customer needs with your product / service. 3. Exchange, during which additional value is created. 4. One of the forms of leadership.

• Direct sales - This is the sale of goods to the end consumer (includes both active and passive sales).

• Work with objections - one of the five stages of sales, at which the seller responds to the objections raised by the buyer.

• Return on sales - indicator of net profit in total sales.

• Reframing - a verbal device, the meaning of which is to give the same fact, which had a negative meaning, a positive meaning.

• Market segment - a group of consumers with similar reactions to a certain product.

• Sampling - a way to promote a product by distributing free samples, samples, etc.

• Sales script Is a set of specific actions of the seller aimed at making a sale.

• Rush - one of the ways to complete the sale, in which the seller inspires the buyer with fear that the product may run out or rise in price.

• Technique "Property-benefit" - selling technique by transforming and presenting the properties of the goods into benefits for the client.

In the example of a TV, "Full HD resolution" is a property. The benefit is "a strikingly realistic home theater experience."

• Active listening technique - special techniques that allow you to talk and better understand the interlocutor.

• Condition Is a valid reason expressed by the customer and which is objective not to continue to cooperate with the seller.

• The target audience - a group of consumers who are potential or real buyers of the company's product.

• Establishing contact - the first of the five stages of sales, which consists in establishing such a relationship with the client in which further interaction and implementation of the sale will be possible.

• USP, or a unique selling proposition is an advertising strategy consisting in a special (unique) product offer to the consumer. Uniqueness can refer not only to the main product, but also to additional services, related offers.

• Cold calls - promotional phone calls, which are carried out with the aim of attracting potential buyers or selling a product.

• Elasticity of demand Is the buyer's reaction to price changes (indicator - elasticity coefficient).

• Sales stages Is a sequence of actions by a seller aimed at making a sale. Traditionally, five stages of sales are distinguished: establishing contact, clarifying needs, presenting goods, working with objections, concluding a deal).

1. Preliminary stage. Includes schooling, secondary and higher education. Lasts up to 25 years of age. A person can change several jobs in search of a type of activity that would meet his needs and interests. When a job is found that satisfies a person at this stage, the process of self-assertion begins both as an employee and as a person.

2. Stage of formation. This period takes five years. The employee masters the chosen profession, acquires practical skills, qualifications, and his self-affirmation takes place. There is a need for independence. Moving to the second stage of a career, the employee gets the opportunity to become a professional in the chosen type of activity. The second stage is very important for the employee from the psychological point of view, he can fail, fall down to the first stage.

3. Stage of promotion. The employee continues to improve his qualifications, advance in the service, accumulate practical experience, and develop skills. The employee has a growing need for self-affirmation, in achieving a higher status, even greater independence. The main efforts of employees are aimed at increasing their income. They pay more attention to health. Professionals, entering the third stage of their working career, become mentors of those who are in the first stage of their careers. At the third stage of their careers, employees are responsible not only for themselves, but also for their subordinates. At the same time, due to certain external circumstances, the employee may descend to the level of the second stage of his career. The employee reaches the heights of independence and maximizes opportunities for self-expression. He begins to feel a sense of well-deserved respect for himself (self-respect), his merits are recognized. The employee thinks about how to provide for himself after retirement, tries to find other sources of income for himself.

4. Career completion stage. Falls between the ages of 60 and 65 when the employee prepares for retirement. The main efforts are aimed at finding and training their own change, ensuring the continuity of their achievements. The main need of the employee at this stage is to maintain social recognition of his merits.

5. Pension stage (after 65 years). The person begins to engage in other activities, sometimes continuing to cooperate with the organization in which he worked previously, as a consultant or working there on a part of the rate. The main human need during this period is the search for opportunities for self-expression in new areas of activity (social, family, etc.)

A career stage (as a point on a time axis) is not always associated with a professional development stage. A person who is at the stage of advancement within the framework of another profession may not yet be a high professional, and vice versa, a developing professional specialist at this stage may not be moving up the career ladder.

45.Business career planning.

Career planning - one of the areas of personnel work in the organization, focused on determining the strategy and stages of development and promotion of specialists. This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, strategy and plans for its development, expressed in the preparation of a program for professional and job growth.

The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional for taking a certain position in the organization, is careerogram, a formalized idea of ​​what path a specialist must go in order to acquire the necessary knowledge and master the necessary skills for effective work at a specific place.

Career planning in an organization can be carried out by the personnel manager, the employee himself, his immediate supervisor (line manager). The planning of a working career in an organization can also be carried out by the employee himself, his immediate supervisor, a specialist in the personnel service. At the same time, responsibilities for carrying out activities related to career planning are distributed between them. So, the choice of the profession itself, a specific organization and position depends on the employee. He assesses his prospects and plans for job growth, determines what knowledge related to the implementation of this growth, he needs to get. A specialist in the personnel management service (manager) assesses a candidate when hiring him, determines a workplace for him, assesses the potential of employees, selects for a personnel reserve, sends employees for additional training, carries out workflow related to promoting employees, planning a new career cycle. The immediate supervisor (line manager) conducts activities such as performance assessment, assessment of motivation, organization of professional development. He makes proposals to stimulate the work of the employee and to move him up the career ladder.

Career promotion is determined not only by the personal qualities of the employee (education, qualifications, attitude to work, the system of internal motivations), but also by objective ones, in particular, the indicator of the number of vacancies at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is. Depending on the objective conditions, an intra-organizational career can bepromisingordead end,an employee can either have a long career line or a very short one.

Business career management Is a set of activities carried out by the organization's personnel service for planning, organizing, motivating, monitoring the employee's career development, based on his goals, needs, capabilities, abilities and inclinations, as well as based on the goals, needs, opportunities and socio-economic conditions of the organization ... Each employee is also involved in managing his business career independently.

Companies are emerging in Russia that live on the principle of "open salaries", when all employees know each other's income. This approach increases labor productivity, but only works with a clear system of staff motivation.

Photo: Maxim Shemetov / TASS

Modern management theories are often based on a minimum of bureaucracy and a maximum of openness. In the world and in Russia, companies are already operating without middle managers and a strict hierarchy, employees often choose their own colleagues and set tasks, but there is one area where very few decide to switch to transparent relations.The salaries of colleagues and bosses are a secret for most office workers, in some corporations they are fined and even fired for disclosing this information.

However, employee “open salaries” can be an excellent motivation tool if each employee understands how his work can affect his income. RBC found several companies whose owners tried to make the remuneration system transparent. What came of this?

"I gave responsibility to people"

In March 2017, the CEO and owner of the IT developer Mindbox Alexander Gornik disclosed to employees information about all salaries and bonuses in the company, including information about his own income. “We in the company are passionate about new Western control systems, so we decided to experiment,” explains Gornik. He regularly reads books about management, and he learned about this method of motivation in the book "Discovering the organizations of the future" by Frederic Laloux.

70 Mindbox employees were optimistic about Gornik's idea - they saw the new system as an opportunity to increase their efficiency and income.

The company develops and sells software for retail by subscription - the monthly income of employees in Mindbox consists of a fixed part and bonuses. Mindbox works on the principles of Agile: the company is divided into ten teams. Each has a budget that depends on sales, and after the innovation, the participants independently decide who and how many bonuses will receive in their division - depending on their contribution to the common cause. Formally, teams have no leaders, but informally, the hierarchy is built on its own. In the event of a conflict or misunderstanding, the employee has the right to transfer to another team in the next office.

After the disclosure of income, each employee also had the right to ask for an increase to the fixed part, but not more than 20 thousand rubles. To do this, the employee starts a card in the Trello program (this is the main working tool of Mindbox, no one uses e-mail) and publicly declares his desire to earn more. The decision is taken by a general vote in the company, a majority of employees must vote for a colleague's salary increase. From February to December 2017, 44 people asked for a salary increase, and only one of them did not get what they wanted.

Thanks to the innovations, the company as a whole has benefited, says Gornik, the employees have become bigger and work better. In 2016, Mindbox's revenue was 151 million rubles, and in 2017 it grew by a third. Business marginality increased by 6%. At the same time, the share of the wage bill in expenses decreased from 49 to 48%, and the number of employees increased by 6%.

Photo: Sergey Savostyanov / TASS

There are no HR specialists in the Mindbox team, newcomers are hired by the employees themselves. In interviews, they now first ask the candidate about salary expectations, and then ask questions that determine whether the candidate will provide the appropriate development. According to Gornik, the "equity metric" works. “I gave responsibility to people, they themselves decide what tasks they set as a team, which of them does what and how much they get for it. I have a clear reluctance to lead and control people, ”says the entrepreneur.

Companies behind glass

The open salaries system is practiced by many foreign companies. Co-founder of the American supermarket chain Whole Foods Market, John Mackey, back in 1986, gave employees access to information about the salaries of colleagues, believing that this would lead to competition between employees who could understand the reasons why the company pays each of them that much. Dane Atkinson, founder of online website builder Squarespace and marketing analytics company SumAll, believes that open salaries are built on trust, merit and equality of opportunity. Many American startups adhere to the "open salary" policy, publishing all employee earnings on blogs.

The advantages of such a system have been confirmed by experts. Consulting company PayScale surveyed 71 thousand people.employees of American companies, whether they are satisfied with their salaries. Employees who felt they were underpaid were asked if they were going to leave the company because of this. The results were highly correlated with whether management was explaining to them why they were being paid less than they expected. Where they didn't, 60% of “undervalued” employees were going to leave in the next six months. Where management disclosed the salaries of colleagues, showing that this is the general level of remuneration in the company, and explained the reasons for the current state of affairs (for example, by the fact that the company is going through difficult times), as many as 82% of employees were not going to leave. An experiment conducted by scientists at Cornwell and Tel Aviv Universities showed that people who are aware of the amount of monetary compensation of their colleagues perform better than those who are in the dark - employee motivation is reduced by the suspicion that colleagues who do less work receive much more of them.

At the same time, the publication of salaries is fraught with scandals: in most companies, for example, a gap in income between men and women is found. In an attempt to solve the problem, the US government encroached on information that was previously considered a trade secret of companies: under the new rules, which will take effect from March 2018, every company with 100 or more employees will be required to send salary information to the Commission under the Federal Equal Opportunity Government (EEOC).

In Russia, "open salaries" are rather an exceptional phenomenon, says Elena Kaminskaya, head of the division of the consulting company Strategic Business Partners, which is responsible for staff compensation. As a rule, such companies have flat management, a limited number of positions, and employees have a high share of the variable component in their income. Usually these are startups or small companies with a friendly team that have no secrets from each other. According to Kaminskaya, this is often impossible in a large Russian company: “Yes, everyone loves to discuss salaries. But only a few can correctly assess it. In a large structure, this can lead to conflicts and reduced productivity. ",>

Growth rules

Companies built on the principles of Agile do not always use "open salaries", but the principles of formation of salaries should always be clear to all employees.

In mid-January 2018, the general director of the PR Partner agency (the company employs 40 people) Inna Alekseeva signed 2-NDFL certificates for two employees. They work in positions of different rank, but over the past year they received the same income at their place of work. Moreover, both know each other's income. The one who works in a lower position (with a lower salary) and has less work experience tried to earn more bonuses. Her more experienced colleague put much less effort into the work. “She is happy with the base salary, and this is her personal choice,” Alekseeva emphasizes. Since the agency was founded in 2006, she has not hidden the income of her colleagues from employees. Everyone knows who gets how much, including six middle managers and Inna herself: data on both the base rate and bonuses can be found in a special document.

So that people are not offended, everyone knows the formula on the basis of which the salary is calculated. The income of PR Partner employees is highly dependent on specific results: the more profit an employee brings, the higher his bonus. If the employee does not pay for his own base salary within three months, then the company negotiates a separation with him. In this case, the agency pays him two salaries as compensation.

The agency now has five key departments, the manager of each submits data on bonuses on a monthly basis.“It immediately becomes clear who worked more efficiently than others,” Alekseeva sums up. According to her, the agency also has such specialists whose monthly bonus is more than the salary. Sometimes the difference between the remuneration of a specialist of the same level can reach 200%. As a result, those who regularly receive bonuses and work harder than others are candidates for growth.

“The system creates competition and forces many to be more deeply involved in the process. And those who work hard anyway, are justly rewarded, ”Alekseeva said. She admits that this approach has several drawbacks. For example, customers are different - someone orders a lot of services: promotions in shopping centers, cross-marketing, press conferences, etc., and someone can order only one. And employees cannot always influence the choice of a client.

Moreover, sometimes an unscrupulous client delays payment for the project, which means that the employee risks receiving the bonus part of the salary with a delay. For this reason, employees tend to work with large companies that have no financial discipline problems.

To ensure that employees who work with "heavy clients" also have a chance for promotion, the company has developed a set of rules. In the public file "Career Path" the path from assistant to head of practice is spelled out, there is data on the courses that need to be taken to grow. “Employees know how to get from point A to point B,” says the entrepreneur. "Anyone who really wants to grow grows."

Photo: Toru Hanai / Reuters

"Mentality interferes"

It can be difficult to implement an “open salary” system even in a small company. For example, Stanislav Sazhin, CEO and co-founder of the Doctor at Work social network for doctors (it employs 46 people), tried it, but it didn’t work.

Four years ago, he read Ricardo Semler's bestseller, Maverick: The Success Story of the Most Extraordinary Company in the World, about how to make a company self-governing. At that time, the growth of the Doctors at Work business slowed down, and Sazhin realized that this was happening, among other things, due to the vertical management system. He decided to implement the elements of free control described by Semler, including "open salaries."

Everything went well at first. “We have delegated the power to make important decisions, such as financial, hiring and firing, to several groups of three to six employees, who are elected every two years by the whole team,” he recalls. Employees got involved, began to participate in management, expenses and revenues of the company became transparent.

But the matter did not go further. Sazhin read from Semler that if an employee wants to earn more, he must announce the current salary and raise the question of an increase at a meeting of colleagues - for each business unit, according to Semler, a budget is allocated, and employees can decide how to spend it: increase salary or, for example, to make repairs in the office. “I explained the advantages: we raise the salary of an effective employee, he works even better, the company makes a profit, etc.,” Sazhin recalls. He was ready to reveal his salary, but it never came to that.

When Sazhin announced that he wanted to introduce a system of "open salaries" and the employee's financial compensation will be determined not by the line manager, but by his team, subordinates took the news with hostility. They staged a riot and refused to take such a step. Sazhin is sure that the reason lies in the Russian mentality and fear: those who earn a lot were afraid that part of their income would be taken away from them, and those who were paid objectively little felt ashamed. “A person in Russia is happy if he lives better than his neighbor, which means that the likelihood that the work of a company may be paralyzed due to complaints about unfairly high salaries is, in principle, high,” he said.In addition, Sazhin's company does not have monthly bonuses for all employees (only bonuses to salespeople), the amount of which depends on the specific results of their work, so the disclosure of salaries would not lead to the emergence of constant "capitalist competition". As a result, the practice of discussing each other's salaries has so far been abandoned.,>

Now HR-specialists of "Doctors at Work" twice a year look in open sources the average market level of salaries for each specialist who works in the company, add 10% to it and compare it with what people get in reality. If the salary in the company is less than the resulting figure, the salary is indexed. If more - leave as it is.

Stanislav Sazhin is sure that the system of "open salaries" could give some of the most effective employees a big increase, but he does not risk implementing innovation in a directive way. This is contrary to the very principle of a self-governing company.

View from the outside

"The system of open communication is expensive"

Grigory Finkelstein, Partner and Head of Human Resources Management, Ecopsy Consulting

There are two types of “open salaries” in companies. The first type is companies with a tough culture of success. There is a clear definition of who gets the money and for what. In this situation, the achievements of people are known, which means that salaries are also known (for example, law firms, real estate companies, etc. - RBC). There are more and more such companies in Russia.

An important plus - the system allows people to build a career without becoming a boss. If you can earn a lot and not be a boss, then this solves the problem of the glass ceiling: employees often leave, realizing that they have no career prospects.

The second type is the companies of the culture of consent. Such a corporate culture is built on compromises, agreements, discussions, in which everyone works together. But in Russia there are few of them - less than 1%. It is for such companies that it is easiest to switch to the system of "open salaries". It gives results if you need to create together.

However, an open communication system is expensive. All employees in comparable positions must be highly qualified and highly paid, employees of approximately the same level should compete. In such a company, one person cannot receive 10 thousand rubles, and another - 1 million. Everyone should receive a lot of money.».,>,>

Authors: Svetlana Romanova, Nikolay Grishin, Ilya Nosyrev.

An individual development plan, an example of which we will consider below, is a tool with which an employee purposefully and systematically develops the necessary qualities and skills. By itself, the IPR is a certain document, which indicates specific development goals and certain actions with the help of 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 own development more systematically and purposefully;
• coordination of work goals and development goals is ensured;
• opportunities for control and self-control appear;
• specific and general ideas of self-development are transferred to the level of implementation of specific actions;
• analysis of their strengths and weaknesses is carried out.

In the overwhelming 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, if used correctly, it plays a very important role in improving the performance of personnel.

Employee benefits

For an employee, an individual development plan, an example of which he receives in his hands, is beneficial as follows:

• it allows you to timely prepare for any new projects, positions or upcoming changes in the organization;
• self-organization is ensured, since in the presence of an IPR it is much easier to include in your work or life plans any actions and events that help to achieve specific goals;
• identifies priorities and highlights that need to be addressed in the development and learning process.

Due to 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 learning processes. Knowing an individual development plan, an example of which is issued to each manager, the company can engage in a more accurate HR policy.

Among other things, with the help of the IPR, the focus of the efforts used within the company's strategy is provided. By contributing to the development of the IPR 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 a real effect using an individual development plan, an example of it should be a competent specialist with experience and skills in carrying out such work. Basically, compilation includes three main stages.

Training

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

Drafting

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

Harmonization

The consultant or supervisor 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 his own. After that, the authorized person makes the necessary changes, if necessary.

Statement

A ready-made individual development plan for an employee, examples of which can be found in specialized printed publications, which has been 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 deals with various changes in the work process that can contribute to the improvement of his competence.
• Completing special assignments or projects. After an individual employee development plan has been drawn up (example above), the employee is entrusted with the implementation of any project that requires an increased level of competence from him.
• Learning from the experience of others. More competent employees are monitored, after which a new individual development plan for a specialist is filled out. An example of filling can also be suggested by more experienced colleagues.
• Search for feedback.The employee discusses his own work with subordinates and colleagues, considering it from the point of view of his competence.
• Self-study. An in-depth analysis of his work is carried out, after which the employee independently searches for some more effective solutions that could improve his work in the company.
• Trainings. The person takes part in various training programs.

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

What should an example contain?

IPR often includes a specific list of activities required 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 of new skills in your organization, as well as getting them outside of it;
• participation in any projects where the employee can gain valuable experience for himself;
• 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.

Timing

For beginners, in the majority of cases, it is customary to set plans for a period of about six months, and for already working employees, this time period can reach a year. For HiPO or employees with increased potential, such a plan can be drawn up immediately for a period of three to five years.

At best, the provision 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 the manager, can assess their current competence 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 structures is an integral element of management and improvement of personnel performance. 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 specific list of actions required to be performed by a civil servant. At the same time, the coordination and approval of such documents is somewhat different from the above procedure.

How are they compiled?

To begin with, 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 enters the civil service, then the individual development plan specified by him is approved. This procedure is carried out by the management of the organization for three months after the official was appointed to his position.

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

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

This is only a basic list of information that is taken into account in the preparation of this document. Individual development plans for civil servants, an example of one of which is given in the article, includes an indication of the form, goals, types and 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 divisions, depending on which category this or that civil servant belongs to.

The compilation of the IPR is carried out in two copies, with one of the forms being 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 out should be mandatory so that you do not make any mistakes, and the damaged document is not entered into your personal file.

In order for the employee's dreams of any titles, scientific degrees or internships abroad to become more real, he must draw up his own development plan for the next three years under the strict guidance of his immediate supervisor. 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 plan for the professional development of a civil servant primarily represents a specific list of activities aimed at the managerial and professional qualities of an employee. The main types of such events are as follows:

• 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.
• Developing. They are used to improve a person in his professional field and acquire new skills. Thanks to such events, the employee embraces new horizons of his work and can perform a wider range of tasks.
• Fastening. Activities designed to practice skills that an employee already has or has recently acquired.

It should be noted right away that examples of an individual development plan for an employee in terms of competencies should be compiled separately for each specialist, since the main task of this document is to determine personal discrepancies between the level of professional competence an official has at the moment and the one that is needed from him for superior positions.

The basis for the preparation of 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 imposed by the specifics of the activities of the civil servant, as well as the position he holds.

What do you need to know?

In the standard version of the filling out, the individual development plan includes three main elements that will develop in a civil servant: skills, knowledge and skills. The tools that will be used in the process of implementing the drawn up plan of individual development 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 plans for professional development include attending various external or internal trainings aimed at improving qualifications, as well as all kinds of tasks, which are mainly of a managerial nature. As a separate item, the main elements of internships are indicated, as well as the level of complexity of official tasks delegated to this official. In general, they are much more difficult compared to those that they encountered in carrying out standard duties.

Main aspects of drafting

In the process of drawing up an individual plan, not only the education of the employee and his 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 should be relevant to his performance. It should be noted that a civil servant has the opportunity to receive additional professional education not only with a partial separation for up to three working days a week, but even with a certain complete separation from the performance of his immediate duties.

The following can be indicated as the main directions 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 the individual plan of an official. For example, some specialists may indicate in their plan the need to learn a foreign language, and this is really required by most of them. A number of other measures 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 welcomed, which also needs to be taken into account.

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