常(chang)听到(dao)从事(shi)企业人力资源(yuan)管理工作(zuo)的(de)朋(peng)友提到(dao)，在招(zhao)聘(pin)环节应聘(pin)者经常(chang)会问：“我所在的(de)岗位将来在公(gong)司中的(de)发展(zhan)前(qian)景如(ru)何？”，从中不难看出职业生(sheng)涯发展(zhan)已经备受关注。

“人(ren)在(zai)职场”，职业生涯的规(gui)划(hua)与管理是每个人(ren)都有面临的问题，所谓(wei)职业生涯，是

 个(ge)体(ti)一生的(de)(de)(de)(de)工(gong)(gong)(gong)(gong)作经历，包括从事的(de)(de)(de)(de)职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)、职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)位(wei)(wei)的(de)(de)(de)(de)变动及职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)发展(zhan)目(mu)(mu)标实(shi)现(xian)(xian)的(de)(de)(de)(de)整个(ge)过程。职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)生涯(ya)的(de)(de)(de)(de)规划(hua)(hua)与管(guan)(guan)(guan)理(li)，是具体(ti)设计(ji)如(ru)何(he)实(shi)现(xian)(xian)职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)发展(zhan)目(mu)(mu)标的(de)(de)(de)(de)合理(li)计(ji)划(hua)(hua)，是对(dui)(dui)个(ge)人(ren)(ren)(ren)职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)发展(zhan)的(de)(de)(de)(de)远景规划(hua)(hua)和(he)资(zi)(zi)源配置。职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)生涯(ya)管(guan)(guan)(guan)理(li)是实(shi)现(xian)(xian)个(ge)人(ren)(ren)(ren)和(he)企(qi)(qi)(qi)业(ye)(ye)双赢的(de)(de)(de)(de)重要(yao)工(gong)(gong)(gong)(gong)具：对(dui)(dui)员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)个(ge)人(ren)(ren)(ren)，借助职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)生涯(ya)规划(hua)(hua)能够(gou)准(zhun)确认识自身(shen)的(de)(de)(de)(de)个(ge)性(xing)特点和(he)优劣势，确立人(ren)(ren)(ren)生方向，找准(zhun)职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)定(ding)位(wei)(wei)，并评估个(ge)人(ren)(ren)(ren)目(mu)(mu)标和(he)现(xian)(xian)状的(de)(de)(de)(de)差距，充电(dian)增值，增强职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)竞争力；对(dui)(dui)于企(qi)(qi)(qi)业(ye)(ye)，借助职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)生涯(ya)管(guan)(guan)(guan)理(li)能够(gou)深(shen)入了解员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)发展(zhan)愿(yuan)望(wang)和(he)职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)兴(xing)趣，为设计(ji)适合企(qi)(qi)(qi)业(ye)(ye)的(de)(de)(de)(de)组织结构(gou)进行人(ren)(ren)(ren)才(cai)盘点，使员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)感(gan)到受重视，从而提升员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)满意度和(he)忠诚度，降低(di)人(ren)(ren)(ren)力资(zi)(zi)源使用成本，稳定(ding)员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)队伍。根据具体(ti)情形采用各种方式(shi)引导员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)个(ge)人(ren)(ren)(ren)发展(zhan)目(mu)(mu)标与企(qi)(qi)(qi)业(ye)(ye)战略目(mu)(mu)标相(xiang)统一的(de)(de)(de)(de)职(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)业(ye)(ye)生涯(ya)管(guan)(guan)(guan)理(li)才(cai)能平衡企(qi)(qi)(qi)业(ye)(ye)壮(zhuang)大和(he)员(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)发展(zhan)的(de)(de)(de)(de)需要(yao)。

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--中小企业实行(xing)“职业生涯管理”的矛盾

跨国公司的先(xian)进管(guan)理(li)(li)(li)理(li)(li)(li)念使得(de)职(zhi)业(ye)(ye)生涯(ya)管(guan)理(li)(li)(li)，这(zhei)(zhei)一(yi)留住人才的有(you)效工具得(de)以发挥作(zuo)用，国有(you)企(qi)(qi)(qi)业(ye)(ye)凭借(jie)品牌(pai)影响力(li)，大型民(min)营企(qi)(qi)(qi)业(ye)(ye)借(jie)助(zhu)实(shi)力(li)，也纷(fen)(fen)纷(fen)(fen)采(cai)用职(zhi)业(ye)(ye)生涯(ya)管(guan)理(li)(li)(li)这(zhei)(zhei)一(yi)工具。对(dui)于(yu)规模较小，管(guan)理(li)(li)(li)基础相(xiang)对(dui)薄弱，刚(gang)刚(gang)学习现代企(qi)(qi)(qi)业(ye)(ye)管(guan)理(li)(li)(li)理(li)(li)(li)念的广大中小企(qi)(qi)(qi)业(ye)(ye)，如何借(jie)助(zhu)职(zhi)业(ye)(ye)生涯(ya)管(guan)理(li)(li)(li)实(shi)现人才战略，进而实(shi)现企(qi)(qi)(qi)业(ye)(ye)的可持续发展(zhan)呢？

先分析一下(xia)中小企业(ye)的(de)发展现(xian)状，了解(jie)其进(jin)行职业(ye)生涯管理的(de)环境。