公司员工职业生涯管理-美国作业代写范文

美国essay论文精选范文：“公司员工职业生涯管理”，这篇论文讨论了公司员工职业生涯的管理。职业生涯是指一个人一生中从正式参加工作到退休的全部工作活动与工作经历。员工职业生涯规划是以员工个体的价值实现和增值为最终目标，员工个人价值的实现和增值，并不依赖特定的企业。而职业生涯管理一般是由企业方发起，通常由企业的人力资源部门来负责，具有较强的专业性和系统性，帮助员工完成自我定位，鼓励员工将个人职业发展目标与企业发展目标紧密相联，并且尽可能多地给予员工机会。

According to the different nature of all work in the company, set up a sequence of 4 jobs career paths. Namely: administrative sequences, sequence, sequence of engineering technology, and professional management expertise in sequence. But limited career paths to all categories of personnel in this series of vertical development channels, promotion opportunities, and horizontal career paths are not smooth, single employee career development channels, is not conducive to mobilize the enthusiasm of the staff, is not conducive to employees ' career goals, reduce employee job satisfaction.

Most of the employees have no clear career development planning, many people from entry to retirement in a post it out. On the one hand because of our career management information, training is not in place, many leaders and employees ' understanding of career development; followed by units of the US leadership paid no attention to no positive start, promote the work of career management; more importantly many of our employees have no deep understanding of the importance of career planning, no active planning personal career planning.

Career management of the company has introduced more than a year, although the unit leadership and personnel officers were training, and to date only some units, few staff on career planning, career planning archives was established. Most of the units were not paid much attention to this work, and work as a whole has been slow, the effect is not obvious.

"H" type career development channel is combined horizontal development channel and multiple development channel features design of career development channel, engaged in administration, and professional management post work of personnel, needed on company main products of design, and process, and manufacturing, process has more deep understand, part post needed has must of technology, and skills work background; and engineering technology sequence in the some design, and process post also need on products of production manufacturing process has must understand, need has skills operation post of work background. Also in accordance with the needs, and related positions can also reverse flow. "H" channel can achieve in a certain sequence of vertical promotion, can also be based on my interests and company need to be horizontal flow into another sequence of development, address the actual needs of the company.

Professional management of the career development path. First of all, with professional development. Workers carve out a job entry no longer transform management, a management development, until the position of highest rank, rank may change adjustments Department in the middle. Such a development path for highly specialized, career high threshold of professional management positions. This period is characterized by promotion of the path is long, a promotion from the low position up usually takes about 5 years, and the majority of positions to senior positions with few restrictions, promotion is difficult. Second, to the development of comprehensive senior positions. After the entry of workers through on-the-job experience, accumulated relevant experience, to comprehensive representation in senior management positions or transferred to the administrative sequence as the leader. This path is characterized by short cycle for promotion, promotion is bigger.

Engineering technician career development path. First of all, with professional development. Second, the technical management direction. A certain engineering and technical management experience, and has some potential and capacity in the management of employees, you have the option to technical management direction grew to technical and management talents. Third, to the administrative development sequence. Technology a solid foundation, with strong organization skills of engineers and technicians, you can use competition as a technical leader positions, administrative development sequence.

Professional skills of personnel career paths. First of all, with professional development. Second, the engineers on site development. Characteristics of Aero-Engine manufacturing, production center needs a certain amount of field engineers to solve the problems occurred during production and processing, serving as personnel requirements for field engineers know both skills and become familiar with the route, usually from the high level of skills, education and professional background of the high skill level of skills in personnel selection. After skill selection as a field engineer, engineering technology could be transferred to the sequence of career progression. Third, to the development of production management. For aviation engine production has more model, and small bulk of features, production management organization is complex, especially engaged in grass-roots production management of personnel need on processing process, and material, and process, and logistics, link are quite familiar, so quite part grass-roots production management personnel from skills personnel in the selection, so some has must management potential and career tendencies of skills personnel can select to production management direction development, into professional management sequence.

Career management to autonomous management of staff, supplemented by company guidance, the company provides a fair, just and reasonable support platform to assist employees ' career goals. First self-assessment; the second is a realistic review of three goal setting four is a concrete plan of action.

A clear institutional responsibilities of all levels of management. First, employee responsibilities; second, the unit leadership; and, third, direct leadership responsibilities are four units in human resources officer and part-time duty last, human resource Department responsibilities.

Career management and correction ... Employees to focus on identifying their career goals within 5 years and take the initiative to communicate with the mentor, career development goals into measurable employment targets. New recruits into training, confirmation after grading, through understanding of the career development system, people fill out under the guidance of the staff in career counselling career planning form. Fully employed staff career development profile is not yet established, employees and mentor communication and qualification of their potential, values, behavior and other conditions, fill in the form of employee career planning, establishing individual career planning. According to performance of the job responsibilities of the various departments for monthly performance appraisal, mentor based on employee performance appraisal results, communicate with staff, pointed out that their current job is still lacking or insufficient capacity, knowledge, and according to the continuous improvement of the employee's career path suggestions. Annual performance appraisal, career counselling people responsible for assessment results fed back to employees, employees with monthly performance feedback communication, to sum up the performance for the year to find out current jobs and positions the gap between development and career goals, fill in the capacity development needs of employees and the human resources Ministry. Finally, career development of employees at the end of each year based on the actual situation, in principle to amend the form of career planning, Ministry of human resources. If there are no changes, amendments take place every three years.

Establish the evaluation system and incentive system. Established can on employees capacity and performance for science, and objective evaluation of evaluation system, assessment employees and post of match degree, and can timely will related feedback to employees; company for employees career development provides the policy support, including composite type talent training plans, and new into vocational employees early training programme, and young lion training plans, and post Exchange, and attachment exercise, and through promotion opportunities, and pay, and performance reward,, guide employees to enterprise development by need of direction development, to upgrade Enterprise core competitiveness. Employees through career planning and the implementation of an eventual growth, to promote the company's development needs, achieve a win-win situation of enterprises and employees.

According to career management, develop multi-channel career development models, revised staff career management system, clear institutional responsibilities of all levels of management, formulate supporting policies and measures to promote the effective operation of career management, will achieve good results.

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