How Do I Start a Career in Research and Development?

The career development system refers to the development order of positions and employee responsibilities within the organization, and is a gradual process of a system that takes into account vertical and horizontal development. In the development of a career development plan, the organization, the employee's direct supervisor, and the employee are responsible.

Career development system

• 1 what is a career development system

• 2 Responsibility distribution of career development system

• 3 Implementation of career development system

• 4 Related Cases of Career Development System [1]

In order to effectively achieve the goals of the career development system and enable employees to establish an effective career plan, four basic steps can be implemented.

1.

Putian Institute of Information Technology (hereinafter referred to as Putian Research Institute CP) is a central research institute established by China Putian Investment. It is a high-tech enterprise engaged in the research and development of new products in the field of communications. Putian Research Institute is mainly engaged in R & D and pilot production of information communication systems and terminals, development of information network software systems, integration of large-scale information network projects, market cultivation of new products, and providing industrial technical support to China Putian. Putian Research Institute passed the ISO9001: 2000 quality system certification in 2002 and obtained double certificates. In 2006, it became the first domestic company and the 15th company in the world to pass the CMMI Level 5 (SE / SW / IPPD) assessment. Enterprise Technology Center. Putian Research Institute has set up a national post-doctoral research station to jointly train and export post-doctoral talents with well-known domestic universities.

Since 2002, CP has begun to think and explore about the career development of employees, and through in-depth research on "job family theory", "employee position value theory", "employee career planning theory", and "employee motivation theory", Combined with the characteristics of non-production R & D enterprises, adhere to the focus on improving the effectiveness of talent management, focus on strengthening the function of talent management, strengthen the overall planning of talent construction, combine the introduction of cultivation with bold use, and play the role of "core talent". Focusing on the overall effectiveness of talent development, combining the resolution of current prominent contradictions with the long-term development of the talent team, constantly optimizing the structure of the talent team, promoting the comprehensive, coordinated and sustainable development of various talents in their respective career channels, and gradually determining position-centric human resources The resource management and development system establishes a career development channel for all employees that integrates the career development channels for managers, R & D personnel, and professional (non-R & D) personnel.

The career development channel for all employees is carried out in four steps:

The first step is to establish a position system for all employees. Form a complete position system consisting of three levels of series, family, and class, and divide all positions in the organization into 3 series, 7 positions, and 14 positions.

The second step is to set up a career development channel for R & D personnel. Establish a system for the evaluation and employment of R & D personnel.

The third step is to improve the career development channels for managers. Form a management talent reserve system and a system for cadre competition and employment.

The fourth step is to build a professional development channel for professional and technical (non-R & D) personnel. Form a system for examining and approving the promotion of professional and technical (non-R & D) personnel.

Establish a full staff position system

Positions are the cells of the organizational structure of an enterprise. Enterprises set up departmental organizations based on a certain strategy. The executive functions of the corporate strategy are broken down in stages according to a certain management relationship. Finally, they are implemented in various positions. "People" achieved the ultimate union in their positions. CP Company believes that the important foundation for the realization of corporate strategy is the position, and human resource management and development will be carried out around the position. As a result, CP Company introduced an advanced job management system.

Position management is based on the management of a single position. Through position analysis, the roles and responsibilities of different positions in the company and the corresponding qualifications are clarified. Then, the relative value of the position in the enterprise is determined through analysis tools such as position evaluation. Internally form a post value sequence.

In order to implement the career development work of all employees and establish a scientific theoretical and practical basis for the establishment of a career development channel for all employees, CP Company designed the core of the employee's career development system based on job management theory and job family platform in 2002 CP company full staff position system.

In accordance with this idea, and in accordance with the strategic positioning of the enterprise and the long-term planning goals, a complete CP company position system composed of three levels of family, family, and class was determined, and all positions within the organization were divided into three major series. , 7 job families, 14 job categories.

Based on the classification management, in order to reflect the difference in the relative value of different positions to the company, CP company uses the position value assessment tool to determine 76 positions based on 3 positions, 7 positions, and 14 positions. From the four elements of impact (impact, organization, contribution three-dimensionality), communication (communication, two-dimensional structure), innovation (innovation, complexity two-dimensionality), knowledge (knowledge, team, width three-dimensionality), etc. Each position has been valued, and the internal value sequence diagram of all positions has been formed according to the value of the point value of each position, so that all employees can clearly understand the position and value of the position they are engaged in, It has laid a theoretical and practical foundation for the career development of all employees.

Establishing career development channels for R & D personnel

CP company is mainly responsible for the research and development of new technologies and products, providing new technologies and products with market prospects and industrial scale capabilities. R & D personnel, who account for nearly 80% of the total number of employees, are the main body of CP company's value creation. Therefore, the construction of professional development channels for R & D personnel is particularly important. CP Company began construction of professional development channels for R & D personnel at the end of 2002, and it will be fully implemented by mid-2003.

1. R & D personnel career development channel framework

The career development channel of CP company's R & D personnel is based on the R & D series of the full position system of CP Company. Due to the similarity of the job families and job categories, the promotion channels of the various categories in the research and development family under the professional series are the same, and a total of six positions have been set up, namely "professional junior", "professional intermediate", and "professional advanced" , "Professional Senior", "Expert", "Advanced Expert".

2. R & D personnel career development

Evaluation principles. The evaluation and promotion of professional and technical positions of the R & D family are mainly based on the "job description" of each professional and technical position of CP Company, and the employees to be hired are evaluated before appointment. At the same time, based on actual work performance, employees who are ranked in the top 40% of the same professional and technical positions in the semi-annual or annual comprehensive assessment results are eligible for professional and technical promotion. The evaluation is mainly based on whether the employees have the competence of various professional and technical positions. The appointment is based on the post establishment, and the vacant professional and technical positions are selected for appointment.

Use a moderate pace to plan the career development of R & D personnel. Many companies are not reasonably fast in staff promotion. One situation is fast-paced promotion. The consequence of fast-paced promotion is that after employees reach the top of their careers, they will lose their motivation and even leave the company because they no longer have room for development. Another situation is a slow-paced promotion. The disadvantage is that employees have to Without effective incentives for professional development, you cannot learn the knowledge of other positions. The correct approach is to take a modest promotion, which is manifested in the newly arranged employees' planned arrangement of positions to the next higher level, and reasonable arrangements for the time period of each promotion. A moderate pace can continue to inspire employees, increase the cognitive value of their positions, and allow them sufficient time to learn and master the skills of the positions to be promoted.

3 R & D personnel career development evaluation project

R & D personnel professional development evaluation project includes six aspects

4 Career development evaluation methods and processes for R & D personnel

There are two types of evaluation methods for career development of R & D personnel: direct identification and position evaluation. Among them, the direct recognition method includes two methods of new employee professional and technical position identification and recommended promotion identification; the job evaluation method includes two types of professional technical position promotion evaluation and professional technical position re-evaluation.

Identification of professional and technical positions for new employees. The identification of professional and technical positions for new employees means that when a new employee enters the CP company, the department or project leader combines the new employee's education, work experience, past performance and other factors, and refers to the "job description" to initially determine professional and technical positions. When the employee is transferred to the assessment, the department or project leader will put forward suggestions for the identification of the professional and technical positions of the new employee based on the results of the new employee transfer assessment, fill it in the new employee transfer form, and hire it with the approval of the leaders of the Ministry of Human Resources and the competent court.

Promotion promotion is recommended. At the beginning of each year, the department / project leader with excellent department / project annual evaluation results in the previous year combined with the results of the employee's previous year's work performance evaluation, in accordance with the principle of lack of overwhelmingness, recommends the employment of a small number of outstanding employees to promote professional and technical positions. The human resources department strictly reviews the qualifications for recommending employees for promotion by reviewing the assessment results and employee interviews. After passing the review, the Human Resources Department will publicize the information of the recommender to the whole hospital, and then submit the recommender materials and the results of the publicity to the office for approval, and finally announce the appointment results to the whole hospital. The value and value of the new positions hired by R & D personnel have increased to some extent.

Professional technology promotion promotion review. CP company will organize a professional technical promotion promotion review once a year. Before the assessment, a professional and technical position appraisal committee shall be set up, consisting of the leaders, managers, senior professional engineers of related professions, experts, employees of senior expert positions, and job evaluation consultants. The promotion review process includes individual application, department or project leader review, human resources department review, publicity (to ensure that the review process is fair, just, and open), human resources assessment, defense to the job evaluation committee, review and confirmation, and publication of employment results .

Review of professional and technical positions. Due to changes in employee departments / projects, changes in the direction of professional work, changes in professional and technical post standards, establishment adjustments, etc., if the department or project leader has objections to employees' professional and technical positions, they can be promoted in the most recent professional and technical post. During the review period, the employee was asked to re-evaluate professional and technical positions to re-employ the professional and technical positions of employees. The re-evaluation process for professional and technical positions is basically the same as the approval process for promotion of professional and technical positions, but it is not reported by the employees themselves, and should be reported directly by each department / project team.

5. Dynamic management mode for professional development of R & D personnel

In order to motivate employees for continuous development at all times, CP company also introduced a dynamic management mode in the process of appraisal and recruitment of professional and technical positions in the research and development family. After the employee's professional and technical positions are hired, if there are two C s (to be improved) and the annual assessment results are C (to be improved) in the year, they will be hired to the lower-level professional and technical positions.

Improve the career development channel for managers

Whether the strategic goals of the CP company can be successfully achieved, the professionalization of the management team will play a decisive role. Not only do they shoulder the heavy responsibility of achieving the company's goals, but they also shoulder the heavy responsibility of guiding staff development, helping employees with career planning, identifying and cultivating backup talents for the business. To this end, CP Company has begun the construction of career development channels for managers from early 2003 in order to better inspire managers to propose more constructive management methods and other distinctive innovative management ideas, and to promote the management team Long-term development.

CP company management personnel career development channel is based on CP company's full staff position system management series, including resource management family personnel and product management family personnel career development channel.

1. Construction of career development channels for resource management clan personnel

CP Company has set up three-level promotion channels for the resource management family, which are grass-roots managers (three-level managers of the department and assistants to the general manager of the department), and intermediate / special middle management (department general manager, deputy general manager of the department, and assistant to the dean) ), College level / special senior management (dean, executive vice president, vice president).

2. Career Development Channels for Product Management Clan Staff

CP Company has set up two-level promotion channels for the product management family, which are special middle management (product \ project manager, special director) and special senior management (product \ project general manager, product \ project director, technical director).

3. Promotion management mechanism

For the promotion of resource management personnel and product management personnel, CP Company has set up a set of scientific and easy procedures, including recommending candidates at different levels, 360-degree interviews conducted by the Ministry of Human Resources, evaluation of candidate qualities, and open competition for candidates The office will discuss and determine the candidate, and the Human Resources Department will issue a post for appointment. In order to guide managers step by step towards the career development channels set for them by the company, CP Company combines discipline theory, motivation theory and career development theory to include discipline, Collaboration, motivation, responsibility, diligence, innovation, quality of work, and work improvement.

This approach is also derived from the theory of "professional skills development" proposed by CP. The theory of "professional skills and career development" means that the company guides employees to focus on the accumulation and improvement of their professional skills, not only on the promotion of positions. When the professional career of employees reaches a certain height, the competitiveness of employees, their own value and their positions will be promoted simultaneously. The proposal of this theory focuses on guiding and motivating employees' initiative, enterprising, and professionalism, and it is by no means wishful thinking to "shape people." CP Company uses both internal drive and external incentives to jointly accelerate the career development of management.

4. Promotional supporting measures

CP company management talent training plan. With the rapid development of CP Company and the rapid increase in staff size, the management range of managers at all levels has been increasing. With the development of products, markets, and enterprises, the size of CP companies will further expand. On the one hand, more and better talents need to be selected to supplement the management team, and on the other hand, higher requirements are imposed on the existing management team. It shows that CP Company needs to build an excellent management team to effectively support and promote its rapid development.

In view of this, CP Company has formulated a management personnel training system, established a continuous supply channel of qualified management personnel, improved CP Company's overall management capability and level, and formed a strong leadership team with cultural identity and management. CP company's management talent training system includes management talent training system, e-learning learning platform and self-learning methods.

CP company manages talent reserve plan. In order to ensure the continuous supply of management talents, CP Company has also set up a management talent reserve plan, and takes "not only academic qualifications but ability, but qualifications but performance" as its principle for selecting reserve management talents. The top 20% of the outstanding talents in each department's annual assessment, and employees with management potential and willingness to manage all have the basic qualifications to enter the management talent reserve of CP Company, and are equipped with management mentors.

The personnel entering CP's reserve talent pool can be divided into 3 categories:

(1) Employees with Technical Leadership Potential: These employees have deep technical expertise and can take on the leadership of product development. They can serve as special management positions for CP companies, such as R & D team leaders, special directors, Technical director, project manager, etc.

(2) Employees with "functional leadership potential": This type of employee has the ability to lead a department or a business unit and can be a candidate for CP company resource management positions, such as the department's third-level manager and department general manager.

(3) Employees with leadership potential in cross-sectors: These employees not only have the ability to manage their professions, but also have expertise in other professional management jobs. Such employees can be trained across departments or business units or as a comprehensive comprehensive talent training, so that they have experience in multiple key business and functional areas, and gradually stand to the height of organizational strategy and systems, to understand, understand and grasp things, So that the decision is made correctly and executed accurately.

All employees who enter the management talent pool of CP company will participate in the management training of CP company according to the management mentor, and gradually complete the corresponding training plan.

The establishment of a management talent reserve plan by CP Company is not only because of the organization's attention and investment in the cultivation of reserve talents, but also an important reason is that the reserve candidates themselves are full of expectations for the future development of individuals, which will also spontaneously drive self-growth And development.

Establish professional development channels for professional and technical (non-R & D) personnel

In order to meet the professional development needs of CP's professional and technical (non-R & D) personnel, CP has built a professional development channel for professional and technical (non-R & D) personnel based on the full-service position system of professional and technical (non-R & D) series of positions.

There is a big difference between the establishment of the channel and the management of the management personnel and the R & D personnel. When the management series personnel and R & D series personnel have improved in the corresponding position channel, it is reflected by the change of position. The positions of professional and technical (non-research and development) personnel have specific professional fields, and the content and value of the positions are fixed, which has caused great difficulties in establishing career development channels. After detailed analysis and research on the characteristics of this series of positions, based on the application of position value theory, a breakthrough "level" promotion method was proposed: 5 levels in the same position, one level (Assistant level), second level (specialist level), third level (sponsor level), fourth level (supervisor level), and fifth level (senior executive level), effectively combining each level with the P-value design in modern pay theory.

Non-R & D Family Promotion Methods and Processes

Due to the differences in the professional characteristics of professional positions in non-R & D families, two methods are adopted for the promotion of new employees and the examination and approval of promotion for professional positions. Levels 1 to 3 reflect positively related employment time, experience and performance and ability, and development is reflected in normal promotion; levels 4 to 5 reflect professionalism, and organization approval is approved.

Identification of professional post levels for new employees. The identification of professional positions for new employees means that when new employees enter the CP company, the head of the department takes the factors such as the education, work experience, and past performance of the new employees, and refers to the descriptions and requirements of each professional position to initially determine the professional position. When the staff is transferred to the assessment, the head of the department combined with the new staff transfer assessment results to put forward suggestions for determining the professional position of the new staff, fill in the new staff transfer form, and be approved for appointment by the leaders of the Human Resources Department and the competent court.

Examination and approval of promotion of professional positions of current employees. The examination and approval of the promotion of the professional position of current employees is generally arranged at the beginning of each year. Employees who have been promoted to the second or third level of professional posts and meet the cumulative annual assessment results of B (good) or above can be promoted to the first level based on the original professional post level. A preliminary review by the person in charge of the department, a review by the Ministry of Human Resources, and an examination and approval by the leadership of the competent court, the Ministry of Human Resources can publish a document. Promotion of employees at the fourth or fifth level of professional posts must be applied by the employee or department manager according to the entry conditions and evaluation conditions of the level, and relevant evaluation certification materials should be submitted. After the initial review by the department head, the review by the Ministry of Human Resources, the whole hospital Public announcements, office approvals, and HR appointments can only be promoted. Employees promoted to the third level will be eligible for the third-level manager, and employees promoted to the fourth or fifth level will be eligible for the second-level manager. At the same time, employees who have been promoted to the third level or above will have the qualifications to participate in the management training organized by CP Company and the manager's expanded meeting.

At the same time, a dynamic management model is also introduced. After the professional positions of employees are hired, if there are two C s (to be improved) and the annual assessment results are C (to be improved), they will be hired to lower-level professional and technical positions.

By establishing and implementing a career-centered career development channel for all employees, CP has overcome the difficulties and confusions encountered and has become a department that creates value. A well-structured talent team has been formed to provide human resources guarantee for the promotion of business and sustainable development; the promotion of employees 'positions has been more systematic and standardized, which has improved employees' external competitiveness; they can more scientifically evaluate their competence In order to achieve fair competition and make the best use of people, statistics show that it has achieved remarkable results in many aspects, such as employee eligibility, satisfaction, training achievement rate, and core talent turnover rate.

The establishment and implementation of the career development channel greatly mobilized the work enthusiasm of all employees, and the performance of the entire team was outstanding: in 2005, the Putian patent group effect was formed in the field of mobile memory; following the successful call of the TD-SCDMA wireless access system, 2006 Obtained the telecommunications network access license from the Ministry of Information Industry and opened the Beijing-scale test network at the same time, becoming one of the four major equipment providers in the world capable of providing overall solutions for TD wireless access systems.

In the construction of a career-centered all-people career path, we believe that there will inevitably be an intersection between the vertical development and the horizontal development space. This will be a new position for the CP company to adapt to future changes, such as a new compound position. You need to have the quality and experience of two or even three positions at a certain level, thus forming a network and multi-dimensional employee career development space.