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Abstract

Content

Introduction

The entry of the domestic economy into the world arena and the removal of artificially created trade and economic barriers not only opened up new horizons and opportunities for enterprises. The reverse side of the medal was severe competition, virtually unfamiliar to the industry; a decade functioned in a planned economy, managed by administrative-command methods.

Today, the external conditions (economic policy of the state, legislation and taxation system, new competitors, etc.) are changing very quickly, as are the internal conditions of the organization's functioning (enterprise restructuring, the strategies and organizational structure of many companies, technological changes, the emergence of new workers places, etc.), which puts most companies in front of the need to train staff to work in new conditions.

Many organizations have faced the need to look for the most effective ways to increase productivity and work efficiency. Now employers are much more interested in having highly qualified and competent personnel capable of creating goods and services that could compete successfully with goods and services that have poured into our country from the West and from the East.

Training is designed to prepare staff for the correct solution of a wider range of tasks and ensure a high level of efficiency in the work. At the same time, it allows not only to raise the level of knowledge of employees and develop the required professional skills, but also to form a system of values and attitudes that correspond to today's realities and support the market organizational strategy.

In a highly competitive environment, enterprise managers, with an emphasis on improving production, often simply forget about such methods of influencing personnel as its training and development. Thus, management does not cease to need competent specialists who increase their classification, but do not do anything for this, and this problem is the main contradiction of the research topic.

The purpose of the study is to study the management process of improving staff training.

The object – the development of personnel in the enterprise.

The subject is the process of professional improvement of the personnel at the enterprise.

Tasks:

  1. To study the essence of staff development.
  2. Summarize the methods and technologies of vocational training.
  3. Describe the process of professional training of personnel in the enterprise.
  4. Analyzing the problems of domestic enterprises, propose a strategy for improving the system of professional training of personnel.

Methods of research: collection, analysis, systematization of scientific literature.

Theoretical and practical significance of the work is due to the need to study the process of professional development of personnel to achieve the goals set by the organization and improve production performance.

1. Essence of Personnel Professional Training in the Enterprise

Personnel development is the most important condition for the successful functioning of any organization. This is especially true in modern conditions, when the acceleration of scientific and technological progress significantly speeds up the process of obsolescence of professional knowledge and skills. The discrepancy between the qualifications of personnel and the needs of the company adversely affects the results of its activities.

The relevance of the study of vocational education and training is conditioned by such negative trends as [2, p. 137]:

  • lack of a targeted state strategy and policy in the field of professional training, taking into account industry specificity, in order to ensure high competitiveness of the national labor force;
  • disinterest and financial insolvency of employers to provide vocational training, retraining and professional development of their employees, as well as a low level of stimulating professional development.

Vocational training is the main means of increasing the value of the human resources of the enterprise and the process of targeted formation of specialized knowledge among the employees, as well as the development of the necessary skills that increase labor productivity, perform functional duties to the maximum, and develop new activities in order to achieve the strategic objectives of the enterprise.

Employers can conduct formal and informal vocational training of employees. Formal vocational training includes [3, p. 245-248]:

  • for training workers in working professions – primary vocational training, retraining and advanced training of workers, which can be conducted directly from the employer or organized on contractual terms in vocational schools, enterprises, institutions, organizations;
  • for employees who, according to the classification of professions, belong to the categories of managers, professionals and specialists – retraining, training, specialization and advanced training, which can be organized on contractual terms in higher educational institutions.

Informal vocational training of employees is carried out with their consent directly from the employer according to the employer's decision at the expense of his means, taking into account the needs of his own economic or other activities [1, p. 167-168].

The main objectives of vocational training for employees are:

  • qualitative personnel changes and quick adaptation of employees to the introduction of new technologies;
  • increase in labor productivity;
  • decrease in staff turnover;
  • increase in the number of inventive proposals;
  • reduction of labor costs per unit of production;
  • competitiveness in domestic and foreign markets.

The systematic nature of continuous learning is realized through feedback in this process – the results of the last stage are analyzed and taken into account at the first (Figure 1) [4, p. 42-45].

The scheme of organization of personnel continuous training

Figure 1 – The scheme of organization of personnel continuous training

Studies show that an increase in labor efficiency is possible at the enterprise, if the least time is left for the development of new types of work in the conditions of introducing new technology and technology, workers with a higher educational level will decrease 2-2,5 times.

The bottom line is that the personnel, through their high educational and professional training, have the opportunity to anticipate a situation and expand their professional views in the production process.

A feature of the activities of a significant number of domestic enterprises is the lack of a clear strategy for the development of personnel, and accordingly, the strategy for investing funds for these purposes. While in our country, under the conditions of economic and social instability, the absence of tendencies in the intensive development of high-tech sectors of the economy and real incentives for the active introduction of modern technologies in most enterprises of the economic complex, human capital will not be attractive enough for investors to invest in, first of all, a solution current problems.

2. Training of Personnel as a Factor in Increasing the Efficiency of the Enterprise

Success in achieving the most important strategic goals of an organization largely depends on the extent to which the staff is aware of the strategic objectives and how interested and prepared they are to achieve them. The need for rapid organizational changes and a change in management principles in the face of increasing competition – all this implies an increase in the labor productivity of staff, improving the quality of goods, improving customer service, creative and innovative attitude. Personnel training is only one of the priority areas of HR-management when top management realizes that the implementation of market strategies requires a higher level of professional training for all categories of employees.

The training of the organization’s employees differs from school instruction. At school, children can learn better or worse, they can hate school, can skip lessons – with damage only for themselves. The school does not suffer from this. Training of the personnel of the organization influences the results of the activity of the whole organization. As it is impossible to talk about the growth of the skill of individual players of the football team, if the team does not improve their results, it is absurd to speak about the benefits of training the personnel, if it does not lead to improvement of the company as a whole.

The increasing role of training in the processes of increasing the competitiveness of an enterprise and organizational development is due to the following three factors [5, p.118-121]:

  1. Staff training is the most important means of achieving the organization's strategic goals.
  2. Training is the most important means of increasing the value of the human resources of the organization.
  3. Without timely training of personnel, organizational changes are greatly hampered or impossible.

Some organizations do not pay enough attention to the training of their staff, since they do not consider this expense item as necessary, considering that it is easy to do without training if, say, to hire specialists who already have the necessary qualifications. However, sooner or later the leadership of any organization inevitably has to face the fact that if you do not invest money in raising the level of knowledge and in developing the professional skills of your employees, then the return from the human resources of the organization becomes less and less every year.

3. Perfection of the Strategy of Personnel Professional Training in the Enterprise

Personnel development is one of the most important areas of personnel management and factors of successful production activity. At the same time, investing in the development of personnel plays a greater role than investing in the development and improvement of production capacities.

Personnel development refers to the direction of social programs of an enterprise that are conducted within the framework of a business strategy to attract and retain professional and qualified employees. First of all, it covers [6, p. 176-178]:

  • training, which in the form of general and vocational education gives;
  • necessary knowledge, skills and experience;
  • professional development, the task of which is to improve professional knowledge and skills;
  • retraining, which, in fact, gives a second education. It is understood as any professional reorientation. The purpose of retraining is to enable workers to master a new specialty for them;
  • adaptation;
  • evaluation of candidates for a vacant position;
  • planning of a business career and professional and professional promotion of personnel;
  • work with the personnel reserve.

Vocational training is the process of mastering a certain level of knowledge and skills of activities in a particular profession and specialty.

To organize the learning process, specialists use the so-called learning model, which is a complex, continuous process involving several stages (Figure 2) [7, p. 72-73].

Model of the system of personnel professional training

Figure 2 – Model of the system of personnel professional training
(animation: 7 frames, 10 cycles of repeating, frame duration – 1 s., 23.1 КБ)

At the first stage, as already noted, the need for staff development is determined, for which usually attestation is carried out and individual development plans are developed.

At the second stage, a training budget is formed. The personnel policy of the enterprise, in particular the education policy, has a particularly strong impact on the amount of funds allocated for training, as well as the choice of methods and types of training that will be funded. The main resources required for training will be the funds allocated to cover the costs of training, and the time spent on the learning process (the time of the trainer, if he is an employee of the organization, and the time of the trainee).

The third stage determines the learning objectives. As learning objectives, usually [8, p. 189]:

  • maintenance of the necessary level of personnel qualification taking into account the requirements of existing production and prospects for its development;
  • preservation and development of the professional potential of the enterprise;
  • increase of competitiveness of products on the basis of dissemination of knowledge and experience of using modern technology by personnel;
  • support innovative changes in jobs to ensure the growth of labor productivity and achieve the current level of production;
  • creation of conditions for professional growth, self-realization of workers on the basis of increasing motivation for work, using the latest programs, tools and training techniques.

At the fourth stage, the content of the programs is determined and the choice of teaching methods is carried out. Training programs that take into account the needs of individual workers or groups of employees are usually compiled by qualified training specialists. The same principles of training are assigned to the line manager.

At the fifth stage it is necessary to know about the requirements that this work makes to the person performing it. It should not be forgotten that there are special requirements for personnel for selection and hiring. In addition, at this stage, records made during a selection interview, reports or other information on the performance of work, as well as qualification interview data, where the needs of the employee are most fully analyzed in training, can be very important.

At the sixth and final stage, the new knowledge and skills obtained as a result of training are compared with the developmental need identified in the first stage and the effectiveness of training is assessed. The results of training are influenced by the direct participation of the manager in the entire cycle of the systematic study model discussed above, starting with the definition of goals, drawing up of curricula and monitoring the progress of training. However, in addition, one more aspect is important: opportunities should be created for the practical application of the skills and knowledge acquired in the training process.

The general concept of the training system includes [6, p. 176-178]:

  • the structure of the training system with an indication of its place in the overall system of personnel management (connection with the processes of selection, adaptation, pay, material and non-material motivation, evaluation);
  • target audience;
  • goals and objectives of training (alignment with the company's strategic goals, tasks of individual departments, individual development plans for employees);
  • persons responsible for training;
  • directions and methods of training;
  • calculation of the budget for training;
  • drawing up a plan and schedule of studies for a year;
  • development of documentation regulating the learning process.

Vocational education as a process is one of the links in the unified system of continuous education, and as a result – the person's preparedness for a certain type of work activity, profession, confirmed by a document (certificate, diploma, certificate) about the end of the relevant educational institution.

Thus, the modern system of continuous education must consist of a series of successive stages characterized by independent but interrelated goals and means of achieving them. The first stage is the acquisition of general educational knowledge and the formation of professional skills, fundamental knowledge is laid; the second stage – the development of special, specific knowledge and the acquisition of creative experience; the third stage is the periodic renewal, deepening, expansion of professional knowledge, skills and skills to improve labor efficiency in accordance with the requirements of market relations and the ongoing changes in technology, technology and production organization. In this system, personnel management will include three time management subsystems linked to the development of labor potential.

Conclusions

To date, the greatest debate among theorists and, especially, among practitioners raises the question of the effectiveness (economic and social) of forming a strategy for the professional training of the personnel of the enterprise. Training of employees is a multifunctional process that influences the various components of the activities of enterprises. Directly on the scale, progress and results of training depends: current and future performance of the enterprise; current and future costs associated with the activities of the enterprise; the level of risk in the activities of enterprises and organizations of the industry from incompetent actions of personnel.

Thus, the discrepancy between the skills of personnel and the needs of the organization is fraught with low indicators of its activities. In addition, in addition to directly influencing the financial results of the organization, vocational training and development contribute to the creation of a favorable corporate culture in organizations, has a significant impact on the motivation of employees and their commitment to the organization.

The relationship between the learning process and the change in the performance of enterprises is expressed in a number of factors that reflect the changing motivations, functional behavior and social interactions of employees who have been trained. The results of the system of training and retraining of personnel and managers may be:

  • increase in the speed of work (reaction to abnormal situations) of personnel who have been trained;
  • expanding the horizon, increasing the number of options considered when making decisions by executives and professionals, which affects the optimality of decisions;
  • reduction of losses from incorrect assessment of the situation and incorrect actions of employees, associated with fixing in the learning process the skills of more competent management of technical systems;
  • preventing damage from unforeseen occurrence of undesirable events and situations, limiting the spread of so-called chains of undesirable developments (domino effect);
  • reducing the probability of accidents and breakdowns of equipment, threats to life and health of people;
  • strengthening the corporate consciousness of employees, bringing together the personal interests of workers with the interests of the company;
  • Increased capacity for coordinated, conscious collaborative action and decision-making;
  • the exchange of information between employees of various enterprises that are trained together, the distribution of horizontally best practices, other innovations.

Training and staff development at present must be continuous and conducted throughout the entire work activity of the employee. The management of the enterprise should consider the costs of training personnel as investments in fixed assets, which allow the most efficient use of the latest technologies.

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