Mining-pits (careers) in uzbekistan

planning and development
Career planning occupies a special place in career management. Any person plans his future based on his needs and socio-economic conditions. It is not surprising that he wants to know the prospects for career growth and opportunities for advanced training in a given organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full capacity, does not strive to improve his skills and views the organization as a place where he can wait some time before moving on to a new, more promising job.
When applying for a job, a person sets certain goals for himself, but since the organization, when hiring him, also pursues certain goals, the person being hired needs to be able to realistically assess his business qualities. A person must be able to correlate his business qualities with the requirements that the organization and his work set for him. The success of his entire career depends on this.
When hiring a job, a person must know the labor market. Without knowing the labor market, he can apply for the first attractive job that comes his way. But she may not be what he expected. Then the search for a new job begins.
Let’s assume that a person knows the labor market well, is looking for promising areas of application of his work and finds out that it is difficult to find a job for his knowledge and skills, since there are a lot of people who want to work in this area, as a result, strong competition arises. Having the ability to self-assess and knowing the labor market, he can select the industry and region where he would like to live and work. Correct self-assessment of your skills and business traits involves knowing yourself, your strengths, weaknesses and shortcomings. Only under this condition can you correctly set career goals.
A career goal cannot be called an area of activity, a specific job, position, or place on the career ladder. It has deeper content. Career goals are manifested in the reason why a person would like to have this particular job, to occupy a certain step on the hierarchical ladder of positions. Career goals change with age, and also as we ourselves change, with the growth of our qualifications, etc. Forming career goals is an ongoing process.
Examples of career goals include:
* engage in an activity or have a position that corresponds to self-esteem and therefore provides moral satisfaction;
*get a job or position that meets self-esteem, in an area whose natural conditions have a beneficial effect on health and allow you to organize a good rest:
* occupy a position that enhances and develops capabilities;
* have a job or position that is creative in nature:
* work in a profession or position that allows you to achieve a certain degree of independence:
* have a job or position that pays well or allows you to simultaneously receive large side incomes;
* have a job or position that simultaneously allows you to raise children or run a household.
The means of implementing a career plan is successful work in the current position; professional and individual development; education; effective cooperation with the manager; creation of position and image in the organization. Today it is believed that career success depends on the ability to work at the intersection of different fields of activity.
Unfortunately, for successful career development, the employee's wishes alone are not enough, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder, you need professional skills, knowledge, experience, perseverance and a certain element of luck. To bring all these components together, the employee often needs outside help. Traditionally, he received this help from relatives and acquaintances, educational institutions from which he graduated, societies in which he participated, and even from the state to which he paid taxes. In the modern world, the most important source of support for an employee in career development is the organization in which he works. This state of affairs is easily explained - modern organizations see the development of their employees as one of the fundamental factors of their own success and therefore are sincerely interested in the development of their careers. It is no coincidence that planning and managing career development has become one of the most important areas of human resource management in the last 20 years.
The implementation of a career development plan depends, first of all, on the employee himself. In this case, it is necessary to keep in mind the entire set of conditions that make this possible:
* results of work in the position held. Successful performance of job responsibilities is the most important prerequisite for advancement. Cases of promotion of employees who cannot cope with their duties (even those with enormous potential) are extremely rare;
* professional and individual development. The employee must not only take advantage of all available means of professional development, but also demonstrate newly acquired skills, knowledge and experience;
* effective partnership with the leader. The implementation of a career development plan largely depends on the manager, who formally and informally evaluates the employee’s performance in his position and his potential, is the most important channel of communication between the employee and the top management of the organization, who makes decisions about promotion, and has the resources necessary for the employee’s development.
* prominent position in the organization. To advance in the organizational hierarchy, it is necessary for management to know about the existence of an employee, his achievements and capabilities. You can make yourself known through professional achievements, successful performances, reports, reports, participation in the work of creative teams, and public events. In this case, a successful partnership with the human resources department, whose employees’ positive opinion about the employee’s potential is a necessary condition for the progressive development of his career, is extremely important.
Like any organizational process, career development needs to evaluate its effectiveness. Since this process is aimed primarily at improving the effectiveness of the organization as a whole, its results (success in achieving the organization's goals) show how effective the work in the field of career management is. More specific indicators characterizing career development management in an organization are : 1. staff turnover (comparison of indicators for employees participating in career planning and development and those not participating in this process); 2. promotion (comparison of percentages (the ratio of promoted employees to the total number of employees in the group) for employees participating in career planning and development and those not participating in this process); 3. occupation of vacated key positions by employees of the organization and those hired from outside; 4. conducting surveys of employees involved in career planning and development.
Thus, career management is a complex process that requires significant costs, but its formal existence does not guarantee the realization of professional ambitions for all employees of the organization. People differ from each other in abilities, level of education, and qualifications. So not everyone, even with an effective promotion system, will be able to occupy the highest positions. In the absence of career plans, spontaneous moves can lead to a decrease in the enthusiasm and motivation of employees, since they will not see the logic in all this. In addition, such transfers can interrupt the work process and lead to a decrease in productivity and creativity.