Individual development plan for a Sberbank employee examples. Taking and taking action. What are my goals

Instructions

The development plan of the department must be written taking into account the overall development plan of the company. Study and analyze it, as well as analyze the work of your department, make a clear idea of the available labor and material resources, equipment and computers.

Set a timeline for your plan. If this is a development plan, then its term will obviously exceed a year. The optimal period will be 3 years, maximum - 5 years. Formulate the tasks assigned to your department, specify the deadlines for each task. Think over the ways and solutions that are necessary to implement the tasks assigned to the department and consider whether you have enough existing labor and material resources to complete the assigned tasks on time.

If staff department does not allow to ensure the fulfillment of deadlines, it is not always possible to solve this problem by recruiting additional staff units. Insofar as it comes development, include employee training, training and continuing education in your plan. Improving the professionalism of department employees should become an obligatory part of the development plan.

Think over how to draw up and implement a system of work regulations that allows you to get an objective assessment of the activities of the entire department and each of its employees. Learn the principles international system quality management, which has already been implemented at many Russian enterprises. Include certification of employees in the plan.

In terms of development of the department, provide for the modernization of existing and installation of new equipment, computer facilities. Think about what means software will need to be installed. Perhaps it makes sense to include in the development plan implementation automated system accounting or information systems, the use of which will improve the productivity and quality of the department.

Schedule the execution of the plan by month or quarter. Schedule the milestones and deadlines for their implementation. Appoint performers and responsible persons who will monitor the implementation of the stages of the plan and proceed with the planned.

If you had to think about the fate of your country, you probably thought about the fate of your region... If you, visiting neighboring regions, understand that everything is much better there, you should think about improving the quality of life in your region. Read how to do this in the recommendations below.

Instructions

Attract investment. In order for yours to flourish, you need to pour investments from the outside into it. Of course, no one will allocate money for the region just like that, so you need to come up with some kind of money to flow into it like a river. For example, you can organize global events in the region, for example, world championships or European championships. The best way, of course, the Olympics, but here the competition is too high, since any world dreams of holding the Olympic Games. Sports events will cause an inflow of investments not only from the federal treasury, but also from various sponsors, including foreign ones, who want to show off on banners of sports events of your region In addition to sporting events, an influx into the region may be the opening of a research center.

Limit corruption. In order for the money to go to the region, and not to the pockets of officials, it is necessary to carry out a global "purge" of the bureaucratic ranks. The best option is until the money for development flows. region When the region receives money for targeted development, it is worth continuing to track their path further.

Pay attention to strengths region... If your region is southern, then it is worth doing on the development of its agricultural program. If there are a lot of useful things in your area, or metallurgy is developed, then you should develop the industrial component of your region... And in this case, the development of industrial will have a positive effect on the development region generally.

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If you constantly lack a working day and you are constantly forced to work in an emergency mode and stay after work in order to finish things, then you should analyze this situation. It is likely that this is not happening because you have too much work to do. The reason for this may be that you do not know how to organize individual planning of your working time.

Instructions

It is not enough to outline for yourself a list of things that you are going to do in a day. An individual plan must be drawn up taking into account the fact that your performance changes during the day and, for example, in the morning and at certain hours in the afternoon, it is maximum. You know yourself better, so identify these periods of increased performance. Consider in the plan those daily tasks that you must complete at a strictly agreed time.

Review your daily to-do list and prioritize ones that require maximum focus. Schedule them for those hours when you can boast of high performance. Try to use them as much as possible and eliminate distractions, stay focused and ask your coworkers not to distract you.

Form large and similar tasks into blocks, this will help not to waste time on rebuilding. This organization of work on the principle of "conveyor" will contribute to a more efficient use of working time. When changing activities, take a break - have tea or just distract for a few minutes to "free" your head.

If you are working on a large and long-term project, you should not put it off until later. Include work on it in your daily plan and do some of that work every day. After a while, you will receive some concrete results that will serve as an incentive to complete the remaining stages. Thus, you will eliminate emergency situations and eliminate the cause of nervousness and stress.

In the event that the order does not have a specific deadline, then install it yourself and systematically work on its implementation. Those cases that can be solved quickly, do it right away - after all, you still get acquainted with them in advance. If possible, immediately after reading business letter or familiarization with the order, give an answer or complete the order.

Enterprise development planning- the most important condition for its survival in a market economy. No matter how the system of relations in society changes, planning for the development of an enterprise remains, another thing is that the forms of documentation, its content, methods of substantiating decisions, the procedure for making them, etc. will change. Summarizing the experience of developing business plans for the operation of enterprises, the following directions of planning their development can be distinguished:

Creation and development new products, improving the quality of products;

Introduction of new technologies, mechanization and automation of production;

Improvement of management and organization of production;

Improving the organization of work;

Decrease in material consumption and energy consumption of products;

Social development of the team;

Nature protection and rational use of natural resources.

It is obvious that the development plan of the enterprise is complex and consists of a number of plans for the specified areas of work. Let's consider their summary.

1. Plan for the creation and development of new products, improving the quality of products. It provides for activities in the following areas:

Creation of new types of products and their development in production;

Organization of production under licenses;

Modernization of manufactured products;

Development and implementation of new progressive standards and technical specifications;

Removal from production of obsolete types of products.

2. Plan for the introduction of new technologies, mechanization and automation of production.

The plan includes activities such as

Implementation of advanced technological processes;

Translation into a stream, automation of individual operations;

Mechanization of production processes, including complex mechanization;

Mechanization of heavy physical labor - equipping workplaces with devices, mechanization of loading and unloading and other heavy work;

Production automation;

Modernization of equipment, tooling, tools.

These measures increase labor productivity, save raw materials, and more efficiently use technological equipment, tooling, and tools. Here, measures are planned to eliminate bottlenecks in production.

3. Plan for improving the management and organization of production. The plan includes activities for the following indicators:

Improving the organizational structure of management;

Creation of new forms and control systems;

Improving the production structure;

Development of auxiliary and service shops;

Improvement of systems for the technique of economic and operational-production planning:

Improvement of forms and methods of in-plant cost accounting;

Improvement of material and technical support, etc.

4. Plan for improving the organization of labor. The plan provides for measures aimed at achieving the optimal combination of living labor with the means and objects of labor, these include measures that include:

Improvement of forms of division and cooperation of labor, expansion of multi-station services, introduction of collective forms of labor organization, wider combination of professions;

Improving the organization and maintenance of workplaces;

Study of advanced techniques and methods of labor;

Improving labor rationing.

5. Plan of measures for saving raw materials, materials, fuel and energy. It provides for activities in the following areas:

Introduction of waste-free technologies;

Replacement of scarce and expensive materials;

Full compliance with the economy, etc.

However, it should be borne in mind that the main part of the saving of raw materials, materials, fuel and energy is achieved as a result of measures for the development of new, more advanced types of products, as well as as a result of the introduction of progressive technology, mechanization and automation of production.

6. Plan of social development of the team. The plan is a system of activities, including:

Improving the socio-demographic structure of the team (composition and structure of employees by age, sex, qualifications, education, work experience, social status);

Improvement of working conditions and safety, strengthening of workers' health;

Improving the social, cultural and living conditions of workers;

Increasing the labor activity of workers, expanding their participation in production management.

7. Action plan for nature protection and rational use of natural resources. It is being developed in the following areas:

Protection and rational use of water resources;

Air basin protection;

Protection and rational use of land.

At the enterprises of the extractive industries, measures are also provided for the protection and rational use of mineral resources (extraction of minerals from the subsoil during mining, from extracted raw materials, associated components, the use of production waste, etc.).

Each of these development plans has its own development features, due to the nature of the activities. At the same time, the general target orientation and interrelation of technical, organizational and environmental measures, an integrated approach to their development require unified system management of these processes. The following planning technology seems to be the most effective. We divide the development of the plan into three stages:

1. Preparation of initial data.

2. Drawing up a draft plan.

3. Discussion, clarification of the draft plan, its final design and approval.

To develop the plan, an all-plant commission and commissions in the structural divisions of the enterprise are created. The plant-wide commission is headed by Chief Engineer, and the work of the commissions of structural divisions is supervised by the heads of workshops and departments.

The plant-wide commission consists of the heads of the functional services of the enterprise, heads of shops and representatives of public organizations. It performs the following functions:

General methodological guidance for the development of a plan as a whole for the enterprise;

Determination of the list of the most important technical, organizational and environmental issues that must be resolved in terms of enterprise development;

Establishment of control figures for workshops and departments to reduce material consumption, labor intensity, saving fuel, energy, etc .;

Development of an off-site event.

Commissions of structural divisions, which include bureau chiefs (in workshops, this commission also includes foremen), leading specialists, representatives of the public, etc., direct the preparation of plans to increase the production efficiency of workshops (departments).

All departments and services of the plant (PEO, OTiZ, OGT, BRIZ, OGK, etc.) take part in the preparation of the necessary information for the development of the plan. To solve the most complex scientific and technical problems facing the enterprise, special creative teams are created.

To develop a draft plan, the workshop and departments of the enterprise receive preliminary assignments to improve production efficiency, increase labor productivity, reduce costs, which should ensure the fulfillment of indicators of other plans of the enterprise. These tasks determine the minimum value of the required effect from the implementation of the planned activities.

When drawing up a draft plan, priority should be given to activities that have a significant impact on improving production efficiency. Minor activities that do not require a lot of time and money for implementation are carried out by the employees of the enterprise in the course of their daily activities.

The draft plan for each workshop includes activities that affect the performance of the workshop and, therefore, should be implemented in it. If the results of an event affect the performance of several workshops or the performance of the entire enterprise, such activities are considered by the plant-wide commission and included in the draft factory plan. The plan of the enterprise also includes activities that require significant one-time costs and the participation of several structural divisions in their implementation.

Including activities developed both by the workshop itself and by the functional structural divisions of the enterprise for implementation in this workshop.

Each event included in the draft plan is concretized (the place of implementation, performers, terms of development and implementation, implementation costs, economic effect are indicated). For complex events requiring lengthy preparation and a significant number of performers, phased schedules are developed and approved, covering the implementation of the entire range of works.

The draft shop plans, approved by the shop commissions, are discussed at production meetings of the shops, after which they are submitted to the departments of the plant management (to coordinate the work of various departments and to monitor the implementation of the delivered tasks). Plant management departments can make proposals for the revision of individual measures, for changing the timing of their implementation, etc. After the conclusion of the relevant departments, the draft shop plans together with the plant-wide draft plan are considered by the factory commission and the technical council of the enterprise. The development plan of the enterprise is approved by the chief engineer. It is mandatory for all workshops, departments, services and serves as the basis for drawing up quarterly and monthly schedules for the implementation of individual activities.

All technical and organizational measures proposed for implementation must be economically justified. Central to such a business case is the calculation of their economic efficiency. It is necessary to select the most effective measures, to determine their impact on the performance of the enterprise in planned period... When calculating the annual economic effect, natural indicators are also determined, such as a decrease in labor intensity, savings in raw materials, materials, fuel, energy, etc. The resulting data is then fed into the capacity calculations, logistics plan, labor and wages plan, etc.

When drawing up a plan for the development of an enterprise, the amount of expenses necessary for the implementation of activities (by developing estimates), as well as the sources of their financing, are determined.

One of the most important conditions for the successful implementation of the enterprise development plan is the accounting, control and analysis of measures taken for implementation in production.

Control over the implementation of measures is carried out by the management of the enterprise, shop. The implementation of each event is formalized by an act signed by the responsible executors and the relevant officials. The act indicates the content of the work performed, the actual savings obtained and the amount of implementation costs, this allows, if necessary, a detailed analysis of the implementation of the plan by the number of activities, by areas, by economic effect, etc.

For large events requiring significant financial costs, it is possible to develop business plans for investment projects.

The main asset of the company is “human resources”. A long-term manager realizes that contributions to staff development are beneficial. Investing wisely in employee training means getting a well-coordinated, motivated, competent team that will bring profit to the company.

In the article we will talk about the development of a strategy and methods of personnel development, we will help you choose effective tools learning.

Staff training and development strategy

The training measures are aimed at building a professional, dedicated team, increasing the return on the work of each employee. This helps to solve the problem of staff turnover, to save on the training of new employees. Labor productivity is growing and with it the company's profit.

Development is beneficial for employees as well. It helps them:

reveal your hidden professional opportunities;
make a good career;
quickly adapt to new business conditions, changing technologies and tools.

The development of personnel in an organization is not a one-time action, but a constant "pumping" of the business and personal qualities of employees. As part of this work, HR managers perform a set of actions. Let's briefly talk about the main ones.

Development of a personnel development strategy

At the stage of developing a strategy, the manager must determine what results he wants to achieve from employees, what professional and personal qualities need to be developed.

On a note
The personnel development strategy can be situational and systemic. In the first case, it is tied to a specific business task (for example, increasing sales). This strategy is usually implemented through external trainings. In the systemic version, there is constant training and development within the company. Through this strategy, employees develop a full range of skills and put them into practice on the job.

Personnel Needs Planning

To calculate how many employees a company needs, HR specialists have to analyze a huge amount of data: enterprise plans, personnel training costs, and wages, the level of "turnover", the state of affairs in all departments (for example, lack or excess of personnel), etc. Determining the need for the number and quality of personnel is difficult math problem... It is solved in different ways, in particular, experts are involved, computer models are used.

Professional education

Specialists capable of moving the company forward do not come "out of nowhere": they need to be created. To identify perspective staff, selecting suitable training methods, investing in personnel development programs are the tasks of management and the HR department.

But the contribution to learning bears fruit only when the process is built competently, in stages. You can pay an eminent business coach for knowledge that will never be applied in practice - and all because, for example, the training did not correspond to the current tasks of the company and the needs of employees.

Professional training is carried out in several stages:

Identification of staff training needs. It is necessary to determine the level of training of each employee and decide what skills he should develop, what result it will bring.
Motivation. All efforts are wasted if the employee does not want to learn. Conversely, when there is incentive, the learning outcome is better. Motivation increases awareness of the practical benefits of development. When an employee is convinced that "pumping" professional skills will help him become more successful, he does not need coercion.
Determination of the approach to training. It can be internal (only the forces of the company are involved) and external (a third-party organization is involved). The choice depends on the goals. Thus, training in the specifics of a product is more often carried out within the company, and employees undergo multidisciplinary training in training centers.
Choice of methods and activities. They are varied: trainings, lectures, workshops, business games, case analysis, etc.
Organization of events, that is, the educational process itself.
Control. During the training and following its results, employees undergo certification.

Retraining and advanced training of personnel

Giving employees professional skills is only half the battle: they need to be constantly updated. In the context of rapid technological progress, knowledge quickly becomes obsolete. A manager looking to the future understands this and therefore tries to improve the qualifications of personnel: this is the only way to keep the company afloat and overtake competitors.

On a note
Retraining is the acquisition of a second (usually related) profession. It is required, for example, when introducing new technologies or transferring an employee to another position. Professional development is the improvement of knowledge and skills in the existing profession.

Business career planning

Career planning is an important part of the personnel development system. This is beneficial not only for the employee, but for the entire company. If an employee sees his prospects, has a clear plan for career advancement, his loyalty to the organization, job satisfaction, and, therefore, work efficiency grows.

Rotation of personnel

If career growth is movement up the career ladder, then rotation can be compared to moving in one plane. The employee goes to new position, remaining at the same level of the hierarchy. In the structure of personnel development management, staff rotation helps:

create a personnel reserve (a specialist who is able to perform different functions, if necessary, can replace a colleague);
quickly adapt employees;
neutralize conflict situations, etc.

Work with the personnel reserve

The talent pool is employees who, if an urgent need arises, will be able to take new positions without prior training. For example, when a department head is dismissed, a trained specialist will quickly replace him. Creation personnel reserve helps to save time and money on personnel training, helps to improve the professional level of employees.

Organization of adaptation

When a newcomer is accepted into a company, the HR manager must bring them up to date and help them adapt to the corporate environment. The faster and more comfortable this process proceeds, the higher the professional return, the lower the percentage of "turnover", the lower the cost of recruiting and training new personnel.

Formation of corporate culture

The corporate culture influences the image of the company, the attitude of the personnel to work, and determines the psychological climate in the organization. Its formation includes:

development of rules of conduct for employees;
prescribing mission and values;
brand creation;
team building activities (team building), etc.

Personnel training methods

Personnel development methods can be roughly divided into directive, interactive and personal.

Directive methods

Directive methods are based on the interaction of the trainee with a mentor, instructor, teacher, trainer. The training is carried out in full-time form. Among the directive methods, the following can be distinguished:

Lectures. This method can teach hundreds of people at the same time, but the feedback is minimal, the transfer of knowledge is one-sided.
Seminars. Here, the degree of activity of the listeners is already higher, especially if the practical lessons are built with the elements business game, brainstorming, case study, etc.
Mentoring- the traditional method in which experienced employee transfers knowledge to a beginner.
Briefing. As with mentoring, teaching is done on the fly. labor activity... The instructor introduces the new employee to the course of the upcoming work.
Trainings. As a rule, they help to develop certain competencies - negotiating, improving sales efficiency, time management, etc.
Secondment- a relatively new methodology for professional development of personnel in Russia. An internship in another department or firm helps to quickly gain new experience.

Interactive methods

Interactive methods involve the active participation of personnel in training, with a large role being played by modern technical capabilities. Thanks to the Internet, today the following have become available:

distance learning;
online conferences and webinars;
video lessons.

Such methods often do not require the involvement of specialists (trainers, teachers); an employee can study at any convenient time and place. The video format contributes to better assimilation of information.

Personal methods

Personal methods are based on self-training of personnel. Here the task of motivation comes to the fore. Employee self-training should not be left to chance: it should be led and supervised by HR specialists. There are different ways to increase motivation are practiced: “ round tables», Regular discussion of the experience gained by the whole team, etc. It is necessary that the employee clearly understands all the advantages of independent education. In fact, rotation is also self-learning.

Employee development tools

Each group of methods is characterized by specific tools for personnel development. There are many of them, but we will focus only on the most popular and effective solutions. They are the ones most often used by HR specialists.

Regulations

Corporate regulations are the charter of an enterprise, a document that spells out the rules of conduct for employees in the workplace, the norms of their relationships with colleagues, management and customers.

In the personnel development management system, the regulation solves the following tasks:

formation of corporate culture, approval of the company's values, its goals and mission;
maintaining discipline in the organization;
assistance in adaptation for beginners.

Corporate portal

Corporate portals are created in order to facilitate the exchange of information within the company, to automate some work processes. Their functionality includes:

storage and management of corporate data;
quick search for the information you need;
publication of news, announcements, notifications.

From the point of view of the development of the company's personnel, the corporate portal solves several problems:

helps employees in adaptation (thanks to quick orientation in the work environment, convenient search for the necessary data);
provides opportunities for self-study;
promotes the spread of corporate culture;
makes it easier for HR managers to collect and analyze employee information.

But the reality of most companies is that the functionality corporate portals used by no more than 15–20%. The reason is probably that this tool is not interactive enough, is not able to provide full feedback, and subconsciously communicates with a purely working functionality.

Corporate social network

Unlike a portal, a corporate social network is primarily intended for communication. It is focused on ordinary employees and effectively solves their problems, so its attendance is much higher. The functionality of the tool combines the capabilities of conventional social networks and a corporate portal:

personal user pages;
contact database, where information about each employee is stored;
self-publishing content;
ample opportunities for communication and exchange of information (forums, chats, comments on records);
creation and maintenance of thematic groups;
news feeds;
reminders and alerts, etc.

increases staff loyalty to the company (employees who are actively involved in the life of the organization demonstrate great involvement);
forms corporate culture and communicates its principles to each member of the team;
promotes team building;
helps beginners quickly adapt;
stimulates employees to acquire knowledge and facilitates the learning process (due to the variety of information sources, quick access to them, as well as due to prompt feedback with colleagues);
provides opportunities for professional and personal growth (for example, in the process of jointly discussing business tasks);
provides the HR manager with rich material for planning personnel development, analyzing business and personal qualities employees assessing the psychological climate in the company.

Successful business is unthinkable without a competent personnel development strategy. Improving the professional level and personal qualities of employees requires the use of modern methods and tools. One of effective solutions in the management of "human capital" - a corporate social network.

Which social network for business should you give preference to?

The IT development market offers many options for solutions for the personnel management of a company. Dmitry Benz, founder of KCC LOQUI BUSINESS, tells about the peculiarities of corporate social networks:

“Social networks and instant messengers consume most of the work time of employees. Meanwhile, prohibitive measures on the part of the leadership are ineffective in this regard. The KCC developers figured out how to channel the activity of social media users in a useful direction and turn communication into a valuable tool for personnel management.

The peculiarity of LOQUI BUSINESS is a convenient, "friendly" interface. The user navigates through it easily, as in a regular social network, easily establishes contacts with colleagues, finds news from the necessary divisions of the company. New people quickly join the team. Managers do not need to be forced to visit the KCC: they themselves willingly use all its opportunities.

LOQUI BUSINESS navigation is facilitated by such a tool as a "circle". It combines all important sections in one application: places, events, goods, services, information about colleagues who are nearby. Each section is georeferenced. For example, on a business trip, you can find out the address of the nearest branch of the company, client's office, etc. "Circle" is available from any mobile device.

By the way, geo-referencing is a new trend in the development of corporate social networks, and so far this function is available only in LOQUI BUSINESS ”.

P.S. Learn more about the possibilities of corporate social network LOQUI BUSINESS and a demo version can be found on the website.

At some point, everyone wants to improve or change something in their life. A personal development plan can help you achieve the goals you dream of. If you want to deal with new challenging tasks, increase labor productivity or get rid of bad habits then a personal development plan drawn up is a great way to achieve success.

Steps

Become more purposeful

Decide what you want to change. Take clear sheet paper or start a new diary. Take notes on areas of your life that need improvement. Some experts suggest that focusing on one goal at a time is best to stay focused, but if you feel strong enough, you can set multiple goals at once. Highlight specific areas in your life that have been weighing on you for months or years. For example, if you smoke, then maybe now is the time to set a goal to quit smoking! What you need to pay attention to:

Health & Fitness
Relationship
Career
Finance
Habits and lifestyle
Education

Write down your goals. Take a piece of paper and write down what you would like to achieve. Research shows that people who write down their goals on paper are more willing to take on achieving them. Make four headings at the top of the page. The first heading is Objectives, and the next four headings are One Month, Six Months, One Year, and Five Years. You can add Ten Years if you like, and so on. Under the goals, make a list of what you want to change. For example, "Career" or "Finance". Then, under the time headings, indicate what you would like to change in your life during this period.
- Be sure to state your goals in the affirmative. For example, "I will ..." rather than "I might" or "I hope that ...". The more confident your statements are, the more they will motivate you.
- Be specific when writing down goals. For example, instead of writing "I will lose weight," write "I will lose 2 kg by doing more physical activity and reducing my calorie intake."
- At the bottom of the page, create a section titled "Methods of Implementation" and write down all the steps you are going to take to get closer to your goal. For example, "I will walk 1.5 km a day" or "I will eat fresh vegetable salad every day."
Make sure your goals are achievable. Do you have enough skills, knowledge, funds and opportunities for this? For example, you might consider signing up for evening courses, purchasing exercise equipment, or hiring a business coach. You will get more inspiration and get closer to your goals if you prepare well in advance.

Find a mentor. Most successful business people was a great mentor. Find successful businessman, an athlete or public figure that you admire. If you know someone personally, ask if that person can be your mentor. If you don't know anyone, then read about how they achieved their goals. Research what they did and what motivated them so that you can be inspired. Most likely, they have a blog or have written an article about them in which they share their success story. For example, "How I made my first million ..."

Believe in yourself

Believe in yourself and in your endeavor. The first step to goal setting is to have conviction and faith that you can succeed. If you do not believe that you can completely transform your life and get what you want, then it is better to forget about the goal and do something else. When in doubt, take a look around. Everything you see started with one thought! Deal with negative inner voices asking, "Can I do this?" You will succeed.

Share your goals with a friend. Telling your family and friends about your goal will create a support group that will inspire you and build your commitment to see it through. Your friends or family members may accidentally ask you how things are progressing, which will help you stay focused on what you set out to do. Without telling anyone about your goal, it will be easier for you to give it up and not feel any guilt about this failure.

Maintain a positive attitude. All great people who achieved something in life had dreams that at first seemed completely impossible, but instead of letting difficulties break their resolve, they moved on. Maintain a positive attitude, as your own thoughts are the biggest obstacle to success. While driving or at home, play a motivational CD that will inspire and encourage you to stay on track. Try not to attach too much importance to trifles.

Don't make an elephant out of a fly.
Don't let vague fears get in the way of doing what you want to do.
Find something positive in any negative situation.
Try to create a positive environment around you and work hard to improve it.
Help someone find meaning and lead a more positive lifestyle.

Organize yourself

Make a list of ways. There are many opportunities to educate yourself and learn more about the area in which you are improving. By gathering information about what you are striving to improve at, you can stay on top of the latest advances in this area and keep you inspired.
- Check your local newspaper for training courses.
- Go to your local library and grab some books to read.
- Learn from the experiences and knowledge of others and take an online course or seminar that would inspire you.
- Ask friends who have already accomplished something in your area of interest to share what methods they have used.
Take notes. Note taking is an active process by which you become an active learner. While listening to some kind of seminar or motivational CD, take notes of what you are learning. How does this compare to your goals? Taking notes will help you to refresh your memory of the information you have learned and will also help you keep track of your progress.
Review your goals weekly. If you don't think about your goals, you will stop making efforts to achieve them. If you don’t do anything to achieve your goals, then they become just dreams. V certain time On Monday morning, for example, measure your progress over the past week and plan for the coming week to help you get closer to your goal. Rereading your goals weekly will help you remember their importance and make it clear what you really want to achieve in life.
- Check if you are on time as planned. Perhaps you need to choose several intermediate goals for yourself in order to noticeably get closer to the main goal and achieve it.
- Make sure you set yourself the challenge. If your goal is too easy to achieve, you might want to make it harder by adding a new dimension. For example, "I will run 3 km per day" instead of "I will run 800 m per day."
- Check if the goals are still inspiring you. If not, adjust them until you feel more enthusiastic.

Start with a goal that you can achieve in a short amount of time, so you don't get discouraged by the long wait.
Do not hurry. Remember the proverb: "If you hurry, you will make people laugh," and you will succeed.
Once you've achieved your goal, celebrate your success.
Collecting useful information, select relevant books, CDs and courses. For example, if you want to get out of debt, look for books on financial freedom.
Try to make a responsible friend so you don't give up.

Warnings

Remember that it will take some time for these changes. As a result of methodically approaching your goal, you will achieve great success.

Problem 1. What if the individual development plan drawn up for the employee does not work?

Problem 2.What if the employee does not agree with the individual development plan?

Problem 3.How often to adjust the individual development plan?

The situation on the labor market is such that to select a person who is suitable for both professional and personal qualities, it's getting harder. Therefore, employee training and development is becoming one of the top priorities for many companies. How to retain key and promising employees? How to keep the human resources potential of the company? The solution to these problems can be individual development plans, which are a necessary tool in personnel career planning. In addition, work with a personnel reserve, as well as attracting young specialists to the company, is unthinkable without him.

What is an individual development plan for?

The individual plan contains a detailed algorithm of actions for the development of the necessary qualities, knowledge and skills of an employee, which will ultimately increase the personal effectiveness of an employee. Typically, the plan is drawn up for a period of three months to one year. It is optimal to create an individual plan as an element. integrated system adaptation, motivation, training and personnel assessment. In this case, an individual development plan will be useful for both the employee and the company (Table 1).

Benefits of a personalized plan

Employee benefit	Benefits for the company
The plan helps the employee to focus on the chosen areas of development, that is, allows him to understand: "What should I do in order to achieve the goals set?"	The plan makes it possible to combine the goals of the employee with the goals of the company. While achieving the goals of their development, the employee simultaneously works to achieve key business indicators
Together with the manager, the specialist determines the priority areas for growth, which makes it possible to better understand own desires	Increases the readiness of employees to solve the assigned tasks, and also motivates them to be purposeful
Allows the employee to significantly accelerate the pace of their development and encourages them to work better	Allows the company to plan and deliver training based on the real needs of employees
The employee gets the opportunity to be an active participant in the process of his development, to influence him, to independently assess personal progress and achievements	With the plan, the company can unleash the potential of the best people and direct it to solving the most important business problems.
There is no need to think about changing jobs, since the employee represents the stages of his career in this particular company	In working with the talent pool, the plan makes it possible to track the stages of development of reservists

Marina Shurupova, Head of HR Department, United Consulting Group (St. Petersburg):

“One of the factors determining the success of an individual development plan is the employee's active position, his need, readiness and desire to participate not only in the development of the plan, but also in its implementation. I know of an example where the plan was not implemented because the employees were not interested in it.

So, in one trading company due to underdeveloped customer service and low motivation of sellers, a process of falling sales began. The leaders of the company, together with an invited consultant, have developed a number of activities: a series of trainings, implementation new technology sales new system bonuses. In addition, an individual development plan was drawn up for each manager of the sales department. What happened in the end? Riot on the ship. Employees refused to participate in trainings and educational events. After identifying the reasons, it turned out that when choosing trainings, they did not take into account the interests and wishes of salespeople, while they had low awareness of the goals of training and they were not ready for changes - each of them was hostage to their habits and measured workflow and at the same time considered themselves a unique specialist. "

HR Dictionary

Individual development plan- This is a document containing the goals and training program of the employee, the development of his professional and personal qualities.

Who prepares an individual development plan?

Ideally, an individual development plan should be drawn up by the leader together with his subordinate during the conversation. The HR manager oversees this process. It will be necessary to evaluate the effectiveness of activities: the results of certification and other types of employee assessments will be useful. Try to get the employee to accept Active participation in drawing up a plan for their development. This will allow you to more accurately determine his needs, career expectations, wishes to develop in one direction or another, etc.

An individual development plan usually consists of three blocks:

information about the employee (full name, position, etc.);
a list of competencies that need to be developed;
actions that an employee needs to perform to develop competencies.
In addition to the above, the following information can be included in an individual development plan:
about the position replaced by the employee;
about possible movements of an employee in the company (within the framework of both horizontal and vertical growth);
about the employee's goals regarding professional growth;
about possible career prospects *.

Elena Guryeva, manager for the selection and adaptation of personnel of LLC "Group of companies" Stoliya "" (Volgograd):

“There are times when some of the employees do not agree with the individual development plan. To avoid this, it is necessary, first of all, to motivate the employee to fulfill the development plan. How to do it? First, you should explain why such a plan is needed, show on specific examples, what positive changes in the career will lead to its implementation. Then describe each point of the plan, discuss what each of the parties will get in the end. It is important not to impose a development plan on the employee, but to help him determine the methods and methods of training that will contribute to his career. It would be ideal if he independently prepared a plan for himself and presented it to the manager for approval. "

For whom do you need to make an individual plan?

key specialists;
personnel reserve or applicants for high positions;
leaders of all levels.

In practice, an individual development plan is drawn up mainly for key specialists and applicants for high positions.

Tatiana Iliopulo,

“In our group of companies there is an opportunity for both professional (horizontal) and career (vertical) growth. We use horizontal development if employees are not able to be leaders (and the company does not always need it). Such employees have the opportunity to master new knowledge and skills in their area of functionality or in related areas, to become mentors, participants or leaders of new projects and innovative groups. For development horizontally, we do not compose detailed plan development. Enough simple list activities. Strategically, their implementation is monitored by top management companies (twice a year), and more operatively - direct managers and personnel service employees responsible for this work. Vertical development is planned for employees who share the company's values and are very loyal. A well-developed and long-term career development plan is compiled for them. "

When drawing up an individual development plan, consider not only the goals and expectations of the employee, but also his fears about the implementation of the plan.

How often do you need to adjust your individual development plan?

For effective work with the plan, its correction is necessary. We recommend that you adjust the development plan at least once every six months after assessing the results, for example, in the form of an individual conversation. In addition, ask employees about the results and the need to change development plans.

When do you need to make adjustments to the plan? It so happens that a position for which an employee applies after completing the plan is vacated earlier (for example, in connection with the dismissal of an employee from a substituted position) than the plan for its development is implemented. In such situations, many employers take risks and nominate an employee who is clearly not fully trained, but with great desire and ability to a managerial position. In this case, it is necessary to make certain changes to the plan, for example, to reduce the amount of theoretical training and to focus on the acquisition of practical skills necessary for a leader. Also, the reasons for adjusting the plan can be low motivation of the employee to fulfill the plan, its formal execution or lack of time for training.

Potential problems in implementing an individual plan and how to overcome them

Once a plan is developed and approved by both parties, the company may find it difficult to implement it. The most common problem is lack of motivation. To avoid this, make sure that the plan is balanced and takes into account the personal aspirations of the employee. Then there will be no problems with motivation.

The second problem is that the development plan exists only on paper or is carried out formally. To prevent this from happening, it is necessary to clearly plan the professional and career growth of the employee. To do this, it is necessary to determine the potential of the employee, his needs for development and, most importantly, whether his growth within the company is real.

Third, the employee does not meet the employer's expectations according to this plan. The reason for this may be a lack of understanding of the development goal by the employee or incorrectly selected training. In the second case, it is necessary to clearly define what theoretical and practical knowledge the employee needs, and correctly identify the timing of training. In addition, an emphasis should be placed on acquiring practical skills that will be useful for getting the job done.

Lada Seredyuk, deputy general director for personnel of Navigator LLC (St. Petersburg):

“When an individual development plan is carried out formally or does not work at all, the first thing that really needs to be done is to identify the causes and mistakes that led to such a situation. For example, talk to an employee, find out what prevents him from implementing the plan, whether there are results after completing the training programs, what he liked and what, in his opinion, needs to be changed, etc. this is just him. This means that when drawing up the individual plan, a clear development goal, equally understood by both the employee and the employer, was not formed. With an agreed goal in mind, we can outline the smaller milestones in the plan. Any task is always easier to solve when we break it down into smaller ones. "

In addition to an insufficient level of motivation and formal execution of an individual plan, the following organizational risks may arise:

cancellation of part corporate courses(for example, due to dismissal, illness of the internal coach);
termination of relations with a training company (for example, due to a reduction in training costs, the provision of low-quality services, etc.);
reduction or freezing of the training budget;
priority of business goals over the goals of the individual development plan.

To keep these risks manageable, consider how you can support your employees and managers in the implementation of the individual plan; do not forget to monitor the implementation of the plan (diagram on page 94).

Tatiana Iliopulo, Deputy Director for Human Resources and organizational development Group of companies "Novard" (Moscow):

“The main problem we face when implementing an individual development plan is the workload of an employee with operational activities. As a rule, you need an understanding of the person himself that for development he will have to sacrifice part of his personal time. If it exists and manifests itself in practice, then this is already 80 percent of success.

Ideally, when the employee completed the development plan and a month later took the position to which he was raised. But in practice, this is not often the case. As a rule, you have to wait for some time (six months or even more) for the corresponding vacancy to appear. And the main thing here is that the employee does not burn out. This will help competent work personnel management services of the company ".

An individual employee development plan is one of the tools of the personnel management system. According to some experts, in order to reduce the risks in the implementation of an individual development plan, it is necessary, already at the stage of hiring employees, to give preference to candidates who are initially aimed at professional improvement and who perceive the individual plan as an aid in determining the direction of their development.

Do not use the components of material motivation (bonuses, bonuses, etc.) to motivate the employee to fulfill the individual plan. As practice shows, in such cases, the staff begins to perceive the individual plan as a source of income and treats its implementation formally.