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Abstract

Introduction

Full employment in our economy in crisis, creating new jobs through additional investment, reduce working hours and increase vacations led to an increase in deficit in the labor market. Technological advances and organizational innovations, improving working conditions, presented new challenges to the level of knowledge and psychophysical features of man. This, in turn, increased the deficit of qualified personnel, and personnel to a psycho-physiological demands of production.

Relevance of the topic: Currently, staff training and development is essential and is an important element of personnel management system. Professional knowledge rapidly becomes obsolete and employees need to constantly upgrade their skills and psychological competence to learn. Thus, the modern view corresponds to the concept of lifelong learning, i.e employee training and development throughout the career path.

The purpose: The purpose is to study the system of vocational training, applied at the enterprise "NORD"; basic types and forms of education; training methods used in the enterprise, identifying training needs, consideration of the effectiveness of training in the enterprise "NORD".

1.1 The essence of the concept of "training"

Education and training is the main focus of professional development staff, as well as the two sides of one process. During training, a person develops the intellect, the ability to analyze these or other processes, and training related to the acquisition of skills and knowledge that relate directly to the work performed. The system of vocational training should increase their ability to respond flexibly to market needs and ability to innovate. The key point in the management of vocational training is to determine the needs of the organization in this area, which consists in identifying the gaps between the organization's requirements for professional skills and knowledge of its employees and the knowledge and skills they possess. Determine the need for professional training individual employee requires joint efforts from the Department of Personnel Management, the employee and his supervisor. Each party brings his vision of the issue. Sources of training needs are:

  1. Results of certification;
  2. Individual development plans;
  3. Requests and suggestions from the workers themselves;
  4. Development strategy for the organization.

1.2 Technology in the training

Consider the basic tools of technology in the training of personnel in the company:

  1. Coaching individual training, a way of transferring knowledge and skills from more experienced leader to less experienced. Coaching can be called a spiritual conversation with the head of the employee.
  2. Self-development. For efficient development of the employee must first take steps itself to development. Self realizes the constant reflection and self-knowledge, i.e willingness to learn from their mistakes and successes, which allows a person to constantly evolve.
  3. Tutorship. The most effective way of mentoring, to see how the employee works, providing feedback to discuss specific aspects of the work. Feedback is used to report positive results and analysis of the actions that the employee must be corrected to adjust [3, p.58].
  4. Rotation – a temporary employee moving from one job site to another, from one position to another in the horizontal and vertical organizational structure. Rotation to the acquisition of knowledge and skills associated with specific activities in different parts of the company.
  5. Delegation. Delegate – means to develop their employees, charging them more complex and important tasks, to disclose their personal potential. Delegation is an important skill of the head, because it allows the employee and to develop and release time for their development.
  6. Learning competencies. Education officer to competencies that are necessary for the performance of work on its positions are needed in the future [6, s.279].

1.3 Contemporary forms and methods of treaning

Among all the methods of training staff in Ukraine was separated, as a rule, two major groups:

  1. Training in the workplace (or in-plant)
  2. Training outside the workplace (or non-productive).

The methods of learning in the workplace typically include: the production instruction, rotation, aimed to gain experience, mentoring, training, use of workers as assistants, trained in project teams.

The methods of training outside the workplace include lectures, business games, training, method of solving practical situations (case studies), methods of production and economic problems of modeling, working groups, conferences, seminars, debates, meetings with the leadership, guided tours, independent learning.

When writing this abstract the master’s qualification work is not completed. Date of final completion of work: December, 2012. Full text of the work and materials on a work theme can be received from the author or his scientific supervisor after that date.

References

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