Managing employee personal development in the implementation of an organization’s HR strategy

Abstract

Abstract

The paper substantiates the use of process-based management of employee development, which enables HR professionals not only to ensure the effectiveness of such activities but also to prevent potential errors in addressing key tasks related to employees’ career advancement, retention of highly qualified professionals within the organization, and the creation of conditions conducive to the fullest realization of their intellectual and creative potential. The aim of the study is to analyze one of the subprocesses within the employee development management system, namely, employee personal development. Using structural and systems analysis, the author substantiates the applicability of this approach, formulates the parameters defining the normative state of the attributes of this subprocess, and presents a mechanism for applying its normative model using the example of a specific organization engaged in financial and economic activities in the construction sector in the Samara Region. The study identifies problems in the existing subprocess of managing employee personal development and develops recommendations for addressing them. The practical significance of the study lies in the fact that the findings of the analysis can enable the organization to improve both the quality and effectiveness of employee personal development management and the formation of a cohesive team of highly qualified professionals who share common goals, are capable of responding promptly to changes in the organization’s external and internal environment, and can contribute to its innovative development and competitiveness through the effective resolution of current and strategic objectives.