The company's social network allows employees to communicate with each other. This tool helps ordinary employees solve many different problems, which explains their high involvement. Such platforms combine the functions of regular social networks and corporate portals:
maintaining personal pages;
storing a contact database with data of all employees;
self-posting of content;
communication and zalo database exchange of information through forums, chats, comments on posts;
creation and management of thematic groups;
browsing news feeds;
creating reminders, alerts, etc.
Thus, a corporate social network is an effective means of personnel management. This tool has a number of advantages:
increasing employee loyalty to the organization (people who take an active part in the life of the company visit their social networks more often);
creating a corporate culture and explaining its standards to all employees;
forming a more cohesive team;
simplification of adaptation of new employees;
increasing staff motivation for training and facilitating the development process (thanks to a large number of information sources, the ability to quickly search for the necessary data, and full feedback from other employees);
professional and personal growth of employees through collective discussions of business tasks;
collecting information about the personal qualities of employees and the psychological environment within the organization to form an effective development strategy.
Read also!
"USP examples to help you come up with your own that's even better"
Read more
Creating an individual employee development plan
The employee must be involved in the development of an individual professional development plan (IPD). This document can be drawn up either by the employer or by a professional personal growth trainer.
Based on the development strategy, the IPR can be developed for:
Each employee: the strategy is aimed at increasing the company's efficiency.
Managerial specialists. This long-term policy is aimed at increasing the effectiveness of managers.
Prospective employees. This strategy is usually used in low-budget companies. The organization can increase its efficiency without much investment.
The time for implementing the IPR is selected for each specific specialist. Recommended values:
6 months – for new staff and employees with weak qualification skills;
1 year – for employees with extensive experience;
3–5 years – for promising employees who can occupy high positions.
Stages of IPR development
Preparation. Based on the company's goals and the employee's wishes, an action plan is drawn up.
Document creation. At this stage, the tasks, deadlines, and essence of the training activities are described (usually in a table).
Coordination. The chief manager evaluates the IPR. Based on his comments, those responsible for creating the plan make the necessary adjustments to it.
Approval. The employee receives the completed document.
Stages of IPR development
It is worth understanding that failure to comply with the IPR negatively affects the organization's reputation and employee loyalty. To avoid such a development, you must adhere to the following rules:
The table must be filled in with the involvement of the employee, HR staff, manager, and personal growth coach.
No more than 2 areas of development can be identified within one year.
For each of these vectors, appropriate training must be provided. In addition, the employee's progress must be constantly monitored.
It is necessary to pay attention to the specific features of each employee's acquisition of skills, as well as to his or her training experience.
The load must be distributed evenly.
The more consistent the training process, the better. An employee should not be forced to take two courses at the same time that are aimed at developing different skills.
Depending on the specific development strategy, the company's needs and the employee's wishes, the content of the IPR may change. But experts highlight several mandatory points:
employee details: full name, position, department, professional strengths and weaknesses;
goals and objectives;
recommendations for completing tasks;
implementation deadlines;