Abstract:

Career development and learning is important for every employee's professional development. It is important for every employee to understand their career development expectations, what competences, skills or knowledge they need to develop and relearn. Most often, a career is one of the most important stages in a person's life, which largely determines the quality of life. The aim of this study is to investigate the career development of staff in the public administration and to develop proposals for career development - what specific competences, skills and knowledge need to be further developed, and for systematic succession planning. The support of the leader is equally important in the process of learning and development, as well as persons own ambitions. Almost every organization faces the aging of the personnel, and this process forces organization to think about finding new employees and how to more effectively train employees as well as training them in the use of latest technologies. The aging of the personnel, as an important factor in career development, also affects the development of the organization if the planned succession of employees is not timely ensured. It is important to create a system in the organization that ensures the succession of employees in a timely manner. Training and career development for the most motivated and growth-oriented employees has to be set up. Potential successors should be identified initially and the necessary training provided. The line leader and the organisation's HR department should carefully consider the motivation and training methods for each employee in order to develop the employee's career in the desired direction. This has a positive impact on succession and knowledge transfer within the organisation. The results of the study suggest that organisations should provide more information on career and learning opportunities, promote the need for self-learning and lifelong learning. Organisations should promote career development opportunities and requirements, and enact mentors who can train, inspire, motivate and help new employees to find their place in the organisation. Employees of the organization were interviewed using an online questionnaire. The questionnaire was divided into two blocks: the career development questions block and the ageing questions block. The respondents in the age group under 30 participated the most in the survey, the respondents in the age group 60+ the least. The results of the survey show that the problem of ageing staff can be addressed by rationalising the healthcare system, rethinking pension plans, assessing the integration of pre-retirement workers into the labour market and making the most of their knowledge in organisational development by training young colleagues. The results of the study on the second block - career development - can be addressed by introducing flexible working hours and educating employees about career opportunities, training and support. For the most part, career development is important for employees, and in most cases additional training and acquisition of the necessary knowledge and competences is necessary, but both personal and organisational resources has to be invested to ensure both career development and the possibility of succession.

Keywords:

Education, lifelong learning, aging, career, development.