Mobility management staff
Management of the Company
Mobility is a rather broad concept and encompasses the movement of personnel from the territorial labor mobility in the movement of personnel in a particular company. Mobility is characterized by the ability to quickly adjust and adapt to the changing conditions of production, changing job functions, work. It is most commonly associated with training.
Forms of mobility are quite diverse, and the task is to use the most rational of them for specific conditions of the enterprise.
At the enterprise level of interest is professional mobility. That is change of profession is most often accompanied by the rearrangement (rotation) of personnel, the reallocation of labor within the enterprise between different types of work and departments in accordance with production requirements.
The rotation consists of the following procedures:
1. The increase in positions or qualifications where the employee replaces a higher position, and the worker receives a new rank.
2. Travel, when the employee is transferred to another workplace (workshop, Department, service) because of operational needs or the changing nature of work.
3. The slide, when in connection with the change in the potential employee is transferred to a lower position or on the results of certification to a lower category of worker.
4. The dismissal from the company when an employee changes place of work due to dissatisfaction with working conditions or the inadequacy of working place.
Movement of personnel should be organized in accordance with the personnel policy. If the rotation occurs spontaneously - the results of dismissal, from case to case, the effect of systematic placement is lost. There is an aspect of professional development that is often not taken into account over time, and as they reach maturity, the focus of development needs to change. If we talk about standard career, you can define the following example of development that proposed N. Vodacom and D. Francis.
A similar diagram Parknshop, which clearly identifies the stages that a person passes in his career. When calculating the retirement age should be based not on age of the person on whose resignation in question (person X), and from the age of his successor (the faces).
The whole scale is determined by the numeric value of G (pores ready). This is the age at which a person begins his professional career after years of teaching. On average, G is equal to 22 years, so person X reaches the state T - impasse (deadlock), failing to drive in ' 72. But it is not there and in its successor, In the face. Parkinson came to the conclusion that the age difference between X and y is equal to 15 years (thus, the son rarely takes a leadership position of the father). If we proceed from this figure, at R = 22 U will reach D (time of achievements) to 47 years, when x was still only 62.
It is a fracture, zatista X, instead of phases 6-10 is a new phase, namely:
6. Time collapse (K) = A + 7
7. Time envy (3) = + 9
8. It is time of humility (33) =3 + 4
Thus, when x turns 72 years, 57-year-old Have included at the time of humility. If X leaves, he will not be able to replace him, as reconciled (vjestice his own) with a pitiful part. The increase was late for exactly 10 years. Based on this consideration, Parkinson believes that the person has not taken a leadership position in 45 - 47 years old, has little chance of becoming leader. He therefore proposed to dismiss executives who have reached retirement age (60 years), Despite the fact that they are still able to perform its functions. Along with this, as world practice shows, there is a lot of cases where enterprises are headed by managers of older age groups while they work effectively, quickly adapting to the changing external environment.