Features of business career management of the personnel in the modern companies on the example of “O’stin” volga branch office

Ekaterina Berezina ()
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Ekaterina Berezina: Russian Presidential Academy of National Economy and Public Administration

Published Papers from Russian Presidential Academy of National Economy and Public Administration

Abstract: Competently constructed management of the career is a factor of efficiency increase of any organization’s activity, a condition of its stability and viability in the changing environment, a driving force, the mechanism of its development. Efficiency from this personnel reserve rather high as it provides to the organization personnel stability and increases interest of employees. Competently created personnel reserve supports at employees motivation to development, increases their loyalty of the company, and also helps to hold key workers that is especially important with top management. Thus employees have to represent accurately the career, and, above all understand how they can influence the advance. At the same time, employees pass training, training, are familiar with model of competences, regularly participate in various trainings. And at observance of certain conditions they have an opportunity on not the fast, but predicted planned career development. In the article the problem of management of personnel’s business career on the example of the Volga branch office of O'STIN is considered. Features of career development, the personnel structure, instruments of career management existing in the organization are analyzed. The main difficulties of career development realization are marked out and ways of their overcoming are offered.

Keywords: business career; personnel career management; job rotation; careergramma; professionagramma; career self-management technology; career development plan (search for similar items in EconPapers)
Pages: 9 pages
Date: 2015
New Economics Papers: this item is included in nep-hrm
Note: Published in Economy and modern management: theory and practice, ¹ 10-11 (53).
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