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INTRODUCTION

Previously, work with personnel consisted solely in recruitment and selection of labor. Modern organizations, in which management is well placed, believe that the selection of suitable people is just the beginning, while most of the organization’s resources are represented by material objects, the value of which decreases over time through depreciation, the value of human resources can and should increase over the years .

When people work with less enthusiasm, when there is tension in the interaction of departments and significant disruptions in work, managers begin to understand that it is necessary to deal with staff development.

Purpose of work: to give the basic conceptual apparatus regarding the development of personnel in the enterprise.

To achieve this goal it is necessary to solve the following tasks:

- give definitions to the concept of personnel development;

- to formulate the main goals of staff development;

- to characterize the retraining and advanced training of staff;

- introduce ways of staff development;

- consider foreign experience in staff development.

The object of the study is the labor potential in the organization, and the subject can be either the employee himself or the employer represented by a special organizational structure - the executive body.

The relevance of the topic is justified by the fact that the development of personnel is one of the most important areas of personnel management and factors of successful activity of an enterprise.

1. THEORETICAL ASPECTS OF PERSONNEL DEVELOPMENT

Today, the leadership of any enterprise is interested in training and developing their own personnel.

Personnel development is a system of interrelated actions, including the development of strategies, forecasting and planning staff requirements, career and professional growth management, the organization of the adaptation process, training, training, and the formation of an organizational culture [ 1 , p. 320].

Managers must develop the professional thinking of their employees, look for new areas of business, ways to optimize production processes in conjunction with customers. Real professionals today are people of an integrated and systematic approach to solving professional problems.

Management of personnel development contributes to the effective use of the labor potential of an individual, increase his social and professional mobility, the implementation of technological and structural adjustment, as well as increasing the level of competitiveness of the employees themselves, as well as the intellectual level. The consequence of this work is to improve the socio-psychological climate in organizations, increase the motivation of work of employees in the team, reduce the level of staff turnover.

The main goals of staff development are:

- implementation of uninterrupted professional training of workers;

- production adaptation of personnel and a focused professional labor career;

- full use of the abilities and inclinations of employees;

- regular certification of employees in the organization;

- the formation of a positive attitude of the staff to the organization.

The implementation of these goals for staff development requires significant financial costs. Investing in human capital is the most effective. The return on investment in a person consists of material and moral benefits (see. Fig. 1.1):

Retraining stages

Figure 1.1 - the return on investment in humans

The figure shows that investment in human capital helps to combine the interests of the employee and the employer.

Personnel development is a systematic process focused on the formation of employees that meet the needs of the enterprise, and, at the same time, on the study and development of the productive and educational potential of the company’s employees.

2. IMPLEMENTATION OF PRACTICAL PERSONNEL DEVELOPMENT MEASURES

2.1 Methods of staff development

In world practice, there are a significant number of methods and forms of development of professional knowledge, skills, among which the main ones are: training in the workplace and outside the workplace. Training at the workplace is characterized by the direct combination of training with work in a normal working situation and can be carried out in various forms, but is carried out specifically for this organization and its employees. Off-site training includes all types of training, which are usually conducted outside the walls of the organization.

Personnel training is a profitable investment in your own company. In the modern world, knowledge is being updated rapidly, and qualified employees are the key to stability and prosperity of a business. Personnel training allows you to solve problems such as improving the efficiency of employees, introducing new technologies, standards that improve the quality of the company, increasing the level of competence of employees and their loyalty to the organization [ 2 , p. 240].

Individual training satisfies the need to obtain additional knowledge in the event of expansion of the employee’s powers, appointment to a new position.

Corporate training - joint training of company employees in one or more training programs. It is used, for example, when necessary to standardize knowledge.

Full-time training - training of personnel in an educational institution, for example, in a business school, or in the company premises with invited specialists.

An alternative to full-time study is distance or e-learning (e-learning) - a way to organize the learning process, allowing the transfer of knowledge from a distance without direct contact between the teacher and the student. With distance learning, the student independently chooses a convenient time for him and a suitable pace of work. However, the disadvantages of this type of training should be noted the lack of social contact with other training participants. A more advanced method in this regard is blended learning, combining the advantages of e-learning, full-time studies and self-study. Blended learning allows you to attract employees from remote cities and regions to the learning process,

Training in a company can be initiated by both management (organized training) and employees themselves (self-training). Organized training is planned by the head himself, is completely controlled by him and covers every employee of the company. But quite often, organized training is not related to the needs and desires of employees, it is considered by them as an imposed and burdensome formality, and it is also an expensive event. In today's crisis, more and more companies are giving up organized training. But for self-study, the crisis is not a hindrance. It is effective to study professional literature, organize subscriptions to specialized magazines, read articles on industry portals on the Internet, attending specialized events - exhibitions, presentations, communication with professional colleagues, partners of the company. You can add to the methods of self-study attending trainings and seminars at the expense of the employees themselves. The company management for its part provides the employee with paid time for training.

An important method of employee support and training is coaching - individual psychological counseling, built according to certain methods, when trained consultants act as moderators in conversations with the wards, helping them to find their own managerial and psychological problems and ways to solve them [ 3 , p. 480].

Another effective way of training is rotation - the temporary movement of an employee from one job site to another, from one position to another, both horizontally and vertically in the organizational structure. Rotation promotes the acquisition by an employee of knowledge and skills related to the specifics of activities in various departments of the company. The task of the leader is to promote employee rotation and to prescribe rotation mechanisms in the organization.

The manager should also widely use such a way of staff development as delegation - assigning more complex and important tasks to his employees. Delegation needs courage and trust, because the leader believes that it is easier for him to do the usual task himself. In fact, delegating tasks and authority to their employees, the manager involuntarily pushes them to acquire new knowledge.

However, one of the main and most popular ways of learning in the organization remains group training - achieving coherence, developing the group's ability to achieve results together. The group must learn how to reach its potential. The discipline of group learning requires mastering the skills of dialogue and discussion, which are two different methods of uniting a group. During the dialogue, the group members learn to listen to each other, but during the discussion, on the contrary, defend their opinion.

2.2 Retraining and advanced training of staff

Retraining (retraining) is organized for the development of new professions by released workers who cannot be able-bodied in their specialties, as well as by persons expressing a desire to change their profession taking into account the needs of production. Retraining is necessary when changing the profile of activity.

Retraining consists of several stages (see. Fig. 2.1):

Retraining stages

Figure 2.1 - the stages of retraining

In addition, retrained people acquire the necessary skills much faster than newly hired employees.

Continuing education - training after receiving basic education, aimed at the consistent maintenance and improvement of professional and economic knowledge, skills, and the growth of mastery in the profession.

The organization’s need for staff development is determined by:

- continuous changes in its external and internal environment;

- complication of the production and management process;

- the development of new types and fields of activity.

At the same time, an employee is interested in continuing education when he is sure not to be fired and get a promotion.

Specific goals for advanced training of workers:

- ensuring the effective implementation of new complex tasks;

- preparation for promotion in a post;

- the development of new professions;

- obtaining a higher level or adaptation to new technology;

- the acquisition of knowledge that goes beyond the existing position;

- the formation of an economic, entrepreneurial type of thinking;

- instilling decision-making skills [ 4 , p. 544].

Further training should be comprehensive in scope, differentiated by certain categories of workers, individualized, continuous, oriented to promising professions.

The advantages of advanced training as a way of development of employees consists in its target orientation, the possibility of comprehensive development of the individual, flexible feedback, a variety of training methods, and an individual group approach.

3. FOREIGN EXPERIENCE OF PERSONNEL DEVELOPMENT

3.1 Staff Development in Japan

At the heart of the personnel development management system, the advantages of Japanese companies is the principle of “human potential”. This principle involves highlighting the real ability of the employee to show and develop their abilities, receiving satisfaction and pleasure from their work.

Using the development principle in the company’s management system, it is quite easy to implement such functions of professional training and education of the company’s personnel as matching the professional qualifications of employees with the goals and objectives of the company, quick and easy adaptation of new employees to the company, continuous development of employees and their job position growth and others.

The main objective of the Japanese system of staff training and education is the transformation of “the knowledge of an individual employee into the knowledge of the whole organization”. That is why it is sometimes noted that one Japanese worker is two times weaker than the American, but a team of ten Japanese is twice as strong as ten Americans [ 5 ].

The basis of the Japanese system of professional training in firms is the concept of a “flexible worker”. Its purpose is the selection and training of workers not in one, but in at least two or three specialties, and then continuing education.

3.2 US Staff Development

In American companies, a large role is given to training and retraining of personnel. Internal and external training programs are widespread, distance and electronic forms of learning are becoming increasingly important. Large and innovatively oriented companies create corporate universities. One of the trends in the development of corporate universities is the provision of the opportunity to study external specialists in them and the acquisition by corporate universities of the status of income centers.

Almost every company has its own retraining system. New employees are required to undergo retraining annually, as a result of which the training process is ongoing.

The transition to new technologies requires significant costs associated with updating knowledge, retraining workers. It is believed that retraining an employee is cheaper than replacing him.

The development of new technologies requires more advanced knowledge and skills. The problem is to find a mechanism for continuous training of all those involved in the transition from one set of required knowledge and skills to another.

A major drawback of training programs is their lack of economic knowledge. The vast majority of workers in American firms do not understand the essence of economic systems. They do not always realize how improving labor productivity, product quality and competitiveness can affect their standard of living and guarantee employment.

The retraining and advanced training system in the USA can be represented as follows:

- Short-term courses at business schools and universities;

- evening courses, paid at the expense of the company. In the USA there are about 100 of them, and they are designed for training senior and middle management personnel;

- Intra-company continuing education courses for managers have 400 large and medium-sized firms for the lower and middle management levels;

- centers of excellence at colleges, universities, training centers [ 6 ].

conclusions

Currently, enterprises are facing new tasks, such as the development of production in conditions of crisis in the economy, increasing the competitiveness of products, increasing the economic efficiency of production, which determine the urgency of the problem of ensuring the stable functioning of enterprises.

An interesting experience in organizing in-house training has been accumulated at enterprises in Japan and the USA. We can talk about the existence of a Japanese and American model of organization of in-house training, which were formed under the influence of many years of tradition in the field of personnel training: from individual training of workers in craft workshops to the organization of training courses for staff at modern large enterprises.

So, in the framework of the Japanese model, moral qualities and devotion to the enterprise are of predominant importance, therefore, many Japanese enterprises take into account primarily the professionally and socially important qualities of the employee, which allow him to adapt relatively easily to the conditions of the enterprise, show creative activity, and readiness for constant training at the workplace or outside him, and high professional mobility.

In the American model, preference is given primarily to the length of service of an employee in this organization. At the same time, the more respected employees with more experience or higher qualifications are, the better is the transfer of experience and the assimilation of corporate traditions.

List of references

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