What is career growth?

The vast majority of people living on our planet work. Of these, in turn, most work every day, with rare days off at the end of the week. But not all people who have a profession and a paid position improve in their position as professionals. Our article explains how to do this and what it is.

What does professional growth mean?

This is the qualitative improvement of oneself as a worker and creator, as a responsible and executive worker. Regardless of what field a person works in, he can do his job poorly, satisfactorily, well and brilliantly.

Genius, perhaps, cannot be learned - it either exists or it doesn’t, and it can be revealed only in the case of a successful combination of circumstances, when a person throughout his life successfully develops in himself exactly those qualities to which his soul is drawn, to which there is an orientation personality.

But absolutely everyone can rise from the level of a bad or mediocre employee to a valuable and excellent one.

Yes, indeed, opportunities for high-quality professional growth are open to absolutely everyone - although not to every person in every field of activity. Sometimes you need to rethink yourself and your occupation, perhaps change workplace– and only then will it be realized.

Careers are not always made by professionals

First, decide what is better and more desirable for you – career growth or professional growth. This is not exactly the same thing, since career growth can often involve moving up the career ladder through not entirely honest methods - nepotism, favoritism, family ties, bribes, intimate relationships.

Despite the fact that both the state and academic and pedagogical circles constantly promote the rejection of these methods, which they summarize with the concept of corruption, we can say with confidence that they are not dinosaurs and they are not in danger of extinction. It may well happen that a less talented employee will overtake you in one of these ways.

Or you, having sacrificed your principles, will do this. Be that as it may, prospects for professional advancement often depend on the personal determination to pursue them, often against short-term material benefits or interests.

Career growth also often involves expanding the employee’s powers and mastering new skills – but more with an emphasis on the employer’s benefit and the company’s interest. It is more noticeable to the employee's friends and family - because it is combined with changes such as an increase in wages, the acquisition of class and social privileges, and sometimes a transition to a more prestigious social class. Careerism is often similar to manic fixation - it is addictive, and it is not without reason that many similar gambling activities match it.

It may be preferred by young people who have just graduated educational establishments and wondering where to start a career. Very mercantile people who value material wealth and associated amenities so highly that they are ready to do work that is not interesting to them or tolerate a conflict-ridden, eccentric boss.

You can still remember various kinds family affairs and business projects that parents pass on to their children and they are often forced to give their all to them, not sparing themselves, even despite their natural biological and psychological predispositions. Of course, if the family business is quite successful and in demand in its niche, the material benefits it produces can allow you to happily combine career growth with professional growth and expand the opportunities for your self-development.

It's important to grow as a person

Professional and personal growth often go hand in hand, since improving oneself as a creator of material things cannot but improve a person’s spiritual state, mood and attitude towards others.

As in all matters, moderation is needed here. Therefore, it is better not to go too far and not to concentrate absolutely all your thoughts and energy on work, otherwise, instead of a balanced, integral personality, you may turn out to be an unsociable, self-absorbed loner. Personal progress is, broadly speaking, improving your personal understanding of the world and your place in it.

Like any improvement, skill growth has its own stages. They can be accelerated thanks to the presence of a friendly, comfortable team in the workplace, thanks to responsible management and an understanding family. They can be delayed or stopped completely if everyone is not very lucky.

So, what stages of consistent professional growth do we know:

the period when a person cares about choosing an occupation, profession or a forced change and makes his choice;
the period of initial excitement, commitment to the activity and close study of its requests and details;
phase of adaptation to traditional accepted standards team and workshop, developing the habit of solving various specific, highly specialized tasks;
a time of sustained love for one’s work, constant employment with with varying success– ebbs and flows;
the moment of achieving socially recognized mastery, acquiring a unique individual style at work;
a period of mentoring, rapid growth of authority, and the emergence of both direct students and fans, plagiarists.

As you can see, the stages are generally intuitive and similar to many things in this life. We can say that in work a person also experiences the seasons - spring, summer, autumn and winter.

The opportunity for career growth is a very attractive line in any vacancy; it successfully attracts numerous applicants for such a vacancy. But in reality, it turns out that not everyone gets what is promised; more precisely, everyone gets it, but not everyone can take advantage of it. For some reason, some employees remain stuck in one position for many years, while more “lucky” newcomers quickly jump up the career ladder.

You need to start your career with yourself!

A successful career largely depends on education, and to a much greater extent not on the diploma received at the institute, but on specialized self-education and targeted improvement of one’s own qualifications. Education is the first step to a successful career.

It is now fashionable to refer to rich and famous businessmen who dropped out of universities but became billionaires and built amazing careers. Fans of such references should remember which educational institutions they left and how their level of education differs from the level of most applicants only dreaming of a career. Only those who could easily enter these universities and could voluntarily leave them have the right to refer to these examples and think that they will succeed. For the rest, study, study and study again, and thereby prepare yourself for a successful career and create an impeccable resume for starting or promoting.

You should not refuse any training programs and courses that increase the level of professionalism. Companies often organize seminars and specialized programs, and organize courses in training centers. Their visit and successful completion of all standards will show management that serious attitude to work and a desire to be useful to the company, and this is already a reason for a promotion.

Correct goal setting

If you have received your education and want to improve your skills locally, then it’s worth understanding the distribution own strength and time. If you dream about being the president of a company while drinking coffee at the desk of a junior manager, then nothing good will come of it. You need to direct your energy and time to achieve real goals and set them consistently, choosing a direction and clearly following the points of the plan:

head of department;
Department head;
director of the city branch;
direction curator;
regional manager.

It’s roughly in this spirit that you should make a list of your goals and strictly follow it, directing all your efforts and means to achieve the next goal; no one forbids jumping over points, but you shouldn’t hope for such success. You don’t even need to write a plan, but simply take the company’s staffing table and consider the gradation of positions from lowest to highest. In fact, management will be much closer and more understandable to the desire to step up one step higher than to have their head in the clouds and dream about the same thing that the boss himself dreams about.

Professionalism opens doors

In every organization there are people whom management values very much, constantly promotes, and will never offer dismissal or reduction. Everyone usually knows such people - they have the opportunity for career growth without any delays. We're not talking about personal connections, relatives or favorites, we're talking about cool professionals.

Such employees are valued everywhere, and sometimes entire wars are fought over them in competing organizations. The higher the professionalism of an employee, the wider his career opportunities. Therefore, in addition to a good education, in any workplace you need to try to become the best in your field. When a manager understands that a person can be entrusted with any work according to his profile, and it will be completed efficiently and on time, then the value of such an employee increases significantly.

There is no way to achieve high professionalism quickly and without effort; there is no magic tool that creates experience and analysis. Only direct involvement in business and the desire to gain experience, constant self-education, analysis of the work done and learning from other specialists in their field, elaboration and implementation of methods and developments of their own invention and even competing organizations form a great specialist. Analysis of other people's failures and your own mistakes makes it possible not to repeat them and become a valuable employee of the company, to whom all doors leading to the top are open.

Many people noticed that I am a fast careerist, and they began to ask me for advice on the topic: how to ensure career growth in the IT industry. In order to avoid repeating the same advice to different people in personal messages, I am writing this article, sharing in it the story of my own career growth and the main observations that I have made over 13 years of experience in large and small companies.
Let me warn you right away that I do not pretend to present a universal theory of career growth for a spherical horse in a vacuum, and most of the comments are distorted by the prism of my perception. What has worked for me many times won't necessarily work for you.

Briefly about my career achievements so that I have something to compare with.

I got a job while still a student, when I was in my third year, and immediately started writing GUIs in Qt under Linux full-time. I had seen Linux one and a half times before, while my brother was training me to apply for a job. Before that, I had academic knowledge of C++ and C, so in terms of knowledge I was the worst beginner. Literally four months later I became the de facto (but not de jure) lead developer of the project to migrate the product to ncurses. So de facto that I had a painless quarrel with my immediate superior about the use of STL in basic classes, and in this conflict the higher authorities took my side, not his.

Since then, I stubbornly argued with all my bosses, and despite this (or maybe because of this), my career and salary went up. Over 13 years of experience, I increased my salary 15 times (an average of 23% per year), although I myself actively demanded an increase only twice:

Because they promised me later probationary period and forgot
Because I needed a minimum rate to obtain a work permit for a highly qualified specialist (HQS), which eased my hassle with Moscow registration. This second time, the boss didn’t even ask what kind of promotion I was asking for - he simply wrote a letter to the accounting department asking me to be promoted as much as I needed.

And now I’m thinking about how I did this.

Career thoughts

Firstly, what is a career? For many, career and salary are almost synonymous. This unobvious synonymy is where a lot of misunderstanding lies. Many people, when they quit, argue that they have no prospects for career growth, although what they really mean is “I want more money.” Probably because talking about money in society is indecent. And a career is so sublime!

For me this synonymy has never existed. Yes, I was pleased when my salary was increased, and yes, during the certifications I hoped that it would be raised. Yes, I would express to my boss’s face everything I think about him if I found out that everyone’s salary was raised except me. And all the same, for me salary has always been something secondary. A consequence of something else. Exactly what constitutes the essence of a career. Namely - influence. I expanded my influence to have more opportunities to get the end result.

Career growth is about expanding your area of influence. And it’s logical that the wider your influence, the more you get paid. It doesn’t matter why - out of gratitude or out of fear of losing you. But the fact remains:

There is no career growth without expanding your influence.

Hierarchies and the Peter Principle

It just so happens that in our civilization, hierarchy has been chosen to manage large organizations and processes. Those. One node is subordinate to many others. The higher the node, the more influence it has. Those. by our definition, the higher he is on the career ladder.

In such organizational structures, the principle formulated by the Canadian hierarchical researcher Lawrence Peter operates. The principle goes like this:

In a hierarchical system, any employee rises to the level of his incompetence.

The rationale is simple: if you deserve a promotion, you will be promoted. If not, then you will occupy the position you occupy. The proof is interesting, but without special reservation, in general, it is incorrect. After all, there is an option that if a person does not cope, then he is fired. However, the very nature of the hierarchy is such that determining whether a given node is coping with its responsibilities is such an expensive operation that it is often sacrificed to other activities. Roughly speaking, instead of analyzing how subordinates work, the manager will give out kicks and commands, which he also receives from his manager. From this whole story we draw the most important conclusion:

Your boss doesn't know and isn't particularly keen to find out how you work.

The boss doesn't care

Of course, there may be exceptions, but I was not lucky enough to cross paths with them.

The fact that bosses do not strive to find out how their subordinates work is evident from the fact that certifications are made analogous to a population census in large organizations. If bosses didn’t care about the quality of work of their subordinates, a general certification requirement would not be needed - just a competent boss, seeing the efforts and competence of his subordinate, would take the initiative to promote him, and the loafers, of which there are a great many in any large organization, are here kicked him out.

In management theory, by the way, concern for the career growth of a subordinate is one of the most important points. In theory. For 13 years, not one of my managers cared about my career. Even though I was lucky and had a wonderful American manager. Not once did he discuss the prospects for my career growth with me. Although my case is special (details below). But he also didn't discuss career prospects with my colleagues.

Star Manager

There are bosses whose people grow like mushrooms after rain. They have the most in their department a large number of employees with the prefixes senior, lead, experienced, advanced, super-duper and various combinations thereof. As a rule, these bosses also don’t care how their subordinates work, and they inflate their people for their own sake, since a star team, naturally, should also be managed by a star. Woe to the one who got the “star” manager. Nothing ruins a career (in my opinion) more than a vain manager. It's hard to calm your own vanity when your manager, out of the blue, declares that people from other teams are no match for you. I know what I’m talking about – I experienced this suggestion myself.

If your manager praises you out of nowhere, run away from him! He's cheating you!

A career ladder, not an escalator

Career growth is ensured career ladder, not an escalator. If you want to get to the top, you need to go yourself, and not wait for someone to take you there. And this is defined by one single word - initiative. A rolling stone gathers no moss. If you don't take the initiative to expand your sphere of influence, it won't expand on its own. This is where the main crossroads are when choosing a path to expand your sphere of influence:

The path of a careerist
The path of a professional

The path of a careerist

Let me make a reservation right away that this is not the path I took (naturally!), so I judge it by observing others. The leitmotif of this path is the formula:

To expand your sphere of influence, you need to influence your boss.

The careerist influences the boss with everything possible ways. He shows pronounced zeal, sucks up, shows off, bats his eyes, shows different parts of the body (if they are beautiful), etc. The ultimate goal is to be able to push your ideas through a dedicated channel to your boss. Since the boss is a signal amplifier, this expands the influence of the careerist in the organization.

The path of a careerist can be called the path of vertical wobbling:

The disadvantage of the careerist's path is that his influence on the team is colored in the tones of the boss. Colleagues sense a bossy taste in their classmate’s ideas and experience sincere hostility and contempt for him. Most often, careerists are not particularly bothered by this, since they rise to the top, leaving enemies outside their sphere of interests. Well, the dog is with them, with the careerists, as Ivan Vasilyevich would say.

The path of a professional

A professional expands his influence horizontally.

The professional formula goes like this:

To expand my sphere of influence, I need to solve the problems that prevent me from achieving effectiveness.

A professional views the team as a source of problems that he can solve. There's one very important point, which you should pay attention to. When talking about problems to be solved, we are not talking about tasks handed down to the employee from above, but rather about problems that make achieving one’s immediate responsibilities ineffective. Most often, these problems arise as a result of the question: “Why am I doing this nonsense?”, i.e. it is finding the root cause of the problem from the company's point of view. This is the fundamental moment of mental exit from one’s context, followed by expansion of influence, and then career growth.

Influence on your boss is achieved within the framework of your expanded influence on the entire environment. The boss knows that you are doing a good job because everyone knows about it. Therefore, it is no surprise to anyone when you get promoted. After all, it is overdue.

An added bonus to a professional's approach is that the employee expands his or her expertise in different areas. Instead of going deeper into his field, taking the task given to him as an axiom, he learns the context of its appearance. He finds out how the people who thought of this before live. He recognizes and often even does his task more correctly, because he understands the context.

Professional vs. Specialist

If I call a professional someone who goes from a problem upward, looking for its root causes, thereby expanding his area and sphere of influence, then a specialist, in my understanding, goes to reverse side– he digs deeper. The specialist is not interested Why there was a problem, he was wondering, How solve it. As a result of this deepening, the specialist gains deep knowledge of his subject area, so deep that no one except him understands how cool he is. This is the secret of a specialist’s difficulties during certification: only another specialist of his level can understand his qualifications, which his manager, obviously, is not. Thus, the best that his boss can think of him is that he is “doing some kind of magic.” He is forced to judge the degree of power of magic by indirect signs - the silent respect that his colleagues feel for the specialist. However, let's not forget that for this the manager needs to take the initiative, which managers in hierarchies do only in theory.

I in no way want to prove that specialists are worse than professionals. I'm just trying to illustrate why so many good people are underappreciated by their bosses.

So, the conclusion:

Narrow specialization does not contribute to career growth.

Algorithm for professional career growth

So, forgetting about careerists, let’s formalize how the expansion of a professional’s influence is achieved, which, as mentioned above, leads to career growth.

1. Find the problem

If something in your activity or in the activity of your colleague caused you to ask a healthy question WTF?, then you have a chance to expand your sphere of influence and grow in your career.

2. Identify the problem

Trace the problem back to its root cause. If it is in you, eliminate it by improving your qualifications. Exit from the algorithm. Most often, the problem is not you (you are perfect, aren’t you?). Explore where it grows from. Most often, problems arise from someone’s blurred vision or lack of competence (hello to the Peter principle). Study. This study will improve your skills. Having found the one in whose area of responsibility the jamb lies, describe to him (here it is - an initiative!) the essence of the problem and how it manifests itself at your level. Come up with and clearly communicate other potential problems that may arise due to this jamb. Most likely, by the way, they have already surfaced, as the bug tracker will tell you. One way or another, advise your colleague how to fix this problem. If a colleague agrees, you have done a good deed for the company, received a grateful colleague, i.e. somewhat expanded their sphere of influence. And at the same time, you gained new knowledge outside your field. By the way, at the same time you fixed the jamb with someone else’s hands, which is also quite gratifying.

It should be admitted that most often your colleague will send you to hell. People in hierarchies are already overloaded with all sorts of responsibilities so that useful thing study. But I still recommend seeking advice, even if you are anticipating a turnaround. This is important so that later they cannot accuse spheres of influence of raiding, because you will have an ironclad “I told you so.”

One way or another, if we are refused, we move on to the most important step:

4. Do someone else's work yourself

Correct the discovered jamb yourself, even though it is in someone else’s area of responsibility. Firstly, this will give you the opportunity to test your hypothesis, and secondly, you will fix the problem itself, not the symptom, which should be inspiring even in isolation from the rest of the theory - you have made the world a better place!

Either way, if you were right, people will quickly notice the improved process. People will quickly get used to the innovation, accepting it as the norm, unable to return to the previous state, which was also considered the norm. You just became indispensable, congratulations!

From de facto to de jure

You should understand that according to the algorithm described above, you will always be underpaid. After all, you will always be burdened with responsibilities for which others receive money. But this situation has several advantages:

Since you are already doing this work, getting it legally is not difficult, since you have already proven your worth
You are free to move in the direction that interests you most, as you see the whole range of potential development paths
You are a free artist. The company understands that you do much more than you receive, so you are allowed to do what others are not allowed to do. For example, you can troll the president

Final Career Thoughts

Companies and teams are different. What I described worked in all the teams where I worked, and there were 5 of them. In all of these teams I received exclusive freedom, so I could say what I think, both face to face and publicly, right up to the company owners . Admittedly, early in my career I encountered a rather inadequate boss, which led to my leaving the company, which led to career and financial growth in another.

The main secret of the path I described is that you grow from within, and your career just chases your growth. Just as a child grows out of baby pants, so you grow out of your current position. A child does not grow up because he is given larger pants. A career is the clothes you wear. You are your qualification, and it must grow first. And where it should grow is shown by the problems that your company is overwhelmed with.

The described career growth algorithm is a consequence of your professional growth. And since you are a professional, you will fit anywhere. After all, just as you can outgrow your baby pants, you can also outgrow yours. current company. And grow into your own. After all, astonishing as it may seem, in approximately the same words

Career- this is the movement up the career ladder in hierarchical systems of organizations. Increasing position and level of responsibility. There are vertical, horizontal and diagonal career growth. Vertical career growth occurs in one company through promotion to higher positions. Its advantages: experience in one place; authority in the workforce, backed up by years collaboration; higher loyalty and efficiency of an employee who has the opportunity to grow and satisfy his ambitions within one organization. Disadvantages of vertical growth: usually slow advancement up the career ladder; managers are well aware of both the advantages and disadvantages of such an employee and are often not interested in his career; glass ceiling, which does not provide the opportunity to reach the level of top management. Also, vertical career growth does not work in companies with a “flat” management structure. Diagonal career progression- a specialist constantly rises to the top, moving from one company to another, with each transition ending up in a higher position. Such growth is more dynamic, but also has its drawbacks. By changing jobs too often, an employee risks acquiring a bad reputation as a “flier.” Or he quickly reaches the limit of competence if his career growth outstrips his professional one. Horizontal career growth usually expressed in an increase in salary without promotion when moving to work in another organization. It is believed that, along with professionalism and knowledge of the matter, for successful career growth, the candidate must comply with the following rules of careerism:

Be able to admit your own mistakes and not dwell on failures.
Set yourself short tasks that can be completed quickly, have a clear plan for immediate achievements for the week, month, year.
Create your own team around yourself, a group of like-minded people, but be careful and not too trusting.
Create an image of yourself as a patriot of the company; work not as an employee, but as if it were your own personal business.
Do not be afraid to take on difficult tasks and bring them to the end; work on yourself so that difficult instructions from management do not seem impossible.
Do not argue with the manager (not to be confused with rational proposals), in particular, do not prove that flaws in work arise due to his unprofessional orders.
Make sure that your facial expression matches the mood of the management (those around you), so as not to spoil the relationship.
Accept ideas and opinions of management as your own, support initiatives from above.
Be able to accept criticism from management and assure that mistakes or miscalculations made will not be repeated.
Be attentive to the personal affairs of the leader (those around you), do things that are pleasant for them, make sure not to cross the line between ordinary human attention and familiarity.
Be easy to communicate, be able to be ironic about your own shortcomings, but not really joke about those who especially don’t like it.
Do not forget that career advancement depends on what is considered useful (appropriate, acceptable) by managers (from immediate to senior and higher), as well as colleagues and subordinates.

the result of a person’s conscious position and behavior in a situation related to official or professional growth.

Position growth- change in a person’s official status, his social role, degree and scope of official authority.
Professional growth- growth of professional knowledge, skills, recognition by the professional community of its results, authority in a specific form professional activity.

Business career— progressive advancement of the individual associated with the growth of professional skills, status, social role and remuneration.

Career vertical- the type of career with which the very concept of a business career is most often associated. A vertical career is understood as a rise to a higher level of the structural hierarchy (promotion in position, which is accompanied by a higher level).
Career horizontal- a type of career that involves either moving to another. functional area activities, or the performance of a certain official role at a level that does not have a strict formal reinforcement in organizational structure; A horizontal career can also include expanding or complicating tasks at the previous level (usually with an adequate change in remuneration).

Business career management and professional advancement

A person builds his career—the trajectory of his movement—himself, in accordance with the characteristics of internal and extra-organizational reality and, most importantly, with his own goals, desires and attitudes.

A business career begins with the formation of the employee’s subjectively conscious judgments about his work future, the expected path of self-expression and satisfaction with work.

In the process of career implementation, it is important to ensure the interaction of all types of careers.

Types of business career

Types and types of careers

involves going through all stages of career growth (training, employment, professional growth, support and development of individual professional abilities, retirement) within one. This career can be specialized or non-specialized.

Interorganizational career presupposes that the employee goes through all stages of career growth in different organizations. It can be specialized or non-specialized.

Specialized Career differs in that the employee various stages his professional activity takes place within the framework of one profession. The organization may remain the same or change.
Non-specialized career assumes that an employee goes through different stages of his professional path as a specialist proficient in different professions and specialties. The organization can either change or remain the same.

Non-specialized careers are widely developed in Japan. The Japanese are firmly of the opinion that a manager must be a specialist capable of working in any part of the company, and not in any particular function. When climbing the corporate ladder, a person should be able to look at the company from different angles, without staying in one position for more than three years. Thus, it is considered quite normal if the head of the sales department changes places with the head of the procurement department. Many Japanese executives worked in unions early in their careers. As a result of this policy, the Japanese manager has a significantly smaller amount of specialized knowledge (which in any case will lose its value in five years) and at the same time has a holistic view of the organization, supported by the same personal experience. An employee can go through the stages of this career either in one or in different organizations.

Vertical career involves rising from one level of the structural hierarchy to another. There is a promotion in position, which is accompanied by an increase in wages.

Horizontal career- type of career. Which involves moving to another functional area, expanding and complicating tasks, or changing a job role within one level of the structural hierarchy, accompanied by an increase.

Stepped career- type of career - combining elements of a vertical and horizontal career. Stepped careers are quite common and can take both intra- and inter-organizational forms.

Hidden (centripetal) career- the type of career that is least obvious to others, suggesting a move to the core, to the leadership of the organization. A hidden career is available to a limited number of employees, usually those with extensive business connections outside the organization. For example, inviting an employee to meetings that are inaccessible to other employees, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, confidential requests, individual, important instructions from management. Such an employee may hold an ordinary position in one of the divisions of the organization. However, the level of remuneration for his work significantly exceeds the remuneration for work in his position.

Business career models

In practice, there is a wide variety of career options, which are based on four main models:

"Springboard". Climbing the career ladder occurs when higher and better paid positions are taken. At a certain stage the employee occupies the highest position for him and tries to hold on to it for a long time. And then the jump from the “springboard” - retirement. This career is most typical for managers of the period of stagnation, when many positions were occupied by the same people for 20-25 years. On the other side, this model is typical for specialists and employees who do not set goals for career advancement for a number of reasons - personal interests, low workload, good team - the employee is satisfied with his position and is ready to remain in it until retirement.

"Ladder". Each step of the career ladder represents a specific position that the employee occupies. certain time(no more than 5 years). This period is enough to enter new position and work with full dedication. With the growth of qualifications, creative potential and production experience, a manager or specialist rises through the ranks. An employee takes up each new position after advanced training. He reaches the top step during the period of maximum potential, and after that a systematic descent down the career ladder begins, performing less intensive work. Psychologically, this model is very inconvenient for managers due to the reluctance to leave the “first roles”. Here we can recommend paying close attention to such employees - including them on the board of directors, using them as a consultant.

"Snake". It provides for the horizontal movement of an employee from one position to another by appointment, occupying each for a short time, and then occupying a higher position for more high level. The main advantage of this model is the opportunity to study all the functions of activity and management, which will be useful in a higher position. This model is typical for, since they associate themselves not only with a separate profession, but also with the future of the entire company. If personnel rotation is not observed, this model loses its significance and may have Negative consequences, because Some employees with a predominant melancholic and phlegmatic temperament are not inclined to change teams or positions and will perceive it very painfully.

"Crossroads". When, after a certain period of work, a certification (comprehensive personnel assessment) is carried out and, based on the results, a decision is made to promote, transfer or promote the employee. This is similar to that typical for joint ventures.

Career and features of its formation

Career configuration by Driver

As can be seen from the previous section, the level of professionalism and status changes in the process of work, but the combination of these changes in careers different people different, which gives rise to a picture of an individual specialist’s career. There are several typical career configurations.

Target career

Target career - an employee once and for all chooses a professional space, plans the appropriate stages of his progress towards a professional ideal and strives to achieve it.

Monotonous career

Monotonous career - the employee outlines once and for all the desired professional status and, having achieved it, does not strive for career advancement in the organizational hierarchy, even if there are opportunities to improve his social, professional and financial situation.

Spiral quarry

Spiral career - an employee is motivated to change types of activities and, as they master them, moves up the steps of the organizational hierarchy.

Fleeting career

A fleeting career - moving from one type of activity to another occurs spontaneously, without visible logic.

Stabilization career

Stabilization career - a specialist grows to a certain level and remains there for quite a long time, more than seven years.

Fading career

A fading career - an employee grows to a certain status, stops there, and then begins a downward movement.

Types and stages of career

It is possible to identify several fundamental trajectories of human movement within or that will lead to different types careers.

Professional career— growth of knowledge, skills, abilities. A professional career can follow the line of specialization (deepening in one line of movement chosen at the beginning of the professional path) or transprofessionalization (mastery of other areas of human experience, associated, rather, with the expansion of tools and areas of activity).

Intraorganizational career- is associated with the trajectory of a person’s movement in an organization. It can go along the line:

vertical career - job growth;
horizontal career - promotion within the organization, for example, work in different departments of the same hierarchy level;
centripetal career - advancement to the core of the organization, the control center, increasingly deeper inclusion in decision-making processes.

Career stages

When meeting with a new employee, the HR manager must take into account the career stage that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation. Let's imagine short description career stages in the following table:

Human needs at the career stage

Career stage	Age period	a brief description of	Features of motivation (according to Maslow)
Preliminary		Preparing for labor activity, choice of field of activity	Security, social recognition
Becoming		Mastering the job, developing professional skills	Social recognition, independence
Promotion		Professional Development	Social recognition, self-realization
Completion	After 60 years	Preparing for the transition to retirement, finding and training your own replacement	Hold social recognition
Pension	After 65 years	Engaging in other activities	Search for self-expression in new field activities

Preliminary stage

The preliminary stage includes school, secondary and higher education and lasts up to 25 years. During this period, a person can change several various works in search of a type of activity that satisfies him and meets his capabilities. If he immediately finds this type of activity, the process of self-affirmation of him as an individual begins, he cares about the security of existence.

This is the period when the foundation of both general theoretical and practical knowledge is laid, and a person manages to receive secondary or higher professional education.

Formation stage

Next comes the formation stage , which lasts approximately five years from 25 to 30. During this period the employee masters a profession acquires the necessary skills, his qualifications are being formed, self-affirmation occurs and the need to establish independence appears. The employee is concerned about safety and health issues. The emergence of families for the majority of workers, the birth of children, leads to an increase in the need for higher income.

Promotion stage

The promotion phase lasts from 30 to 45 years. During this period there is process of professional development, career advancement. Accumulation occurs practical experience, skills, the need for self-affirmation, achieving a higher status and even greater independence grows, self-expression as an individual begins. During this period much less attention is focused on satisfying the need for safety, the employee’s efforts are focused on increasing wages and caring for health.

Save phase characterized by actions to consolidate achieved results and lasts from 45 to 60 years. Coming Peak improvement of qualifications. There is a need to transfer knowledge to others. This stage is characterized by creativity in work, peak self-expression and independence, and an increased need for respect. There is a growing need for increased wages and interest in additional sources of income.

Completion stage

The completion phase lasts from 60 to 65 years. The employee is preparing to retire, a replacement is being searched for and applicants are being trained. This is a period of crisis, physiological and psychological discomfort. The need for respect and self-affirmation increases. The employee is interested in maintaining the level of wages, but strives to increase other sources of income that would replace them wages given organization upon retirement and would be a good addition to the pension benefit.

Retirement stage

On the last one - retirement stage career in this organization (type of activity) is completed. There is an opportunity for self-expression in other types of activities that were impossible during the period of work in the organization or acted as a hobby. Attention is paid to health and maintenance financial situation. Such specialists are often happy to agree to temporary and seasonal work in their organization.

Practice has shown that employees often do not know their prospects in a given team. This indicates poor management of personnel, lack of planning and control of careers in the organization.