For any reputable company engaged in absolutely any type of activity, staff development is a vital issue.

In this article you will read:

• Staff development: what does it mean and what is its significance for the company
• What goals and objectives are solved by improving staff qualifications?
• What methods of staff development can be used?
• What methods of professional development are relevant for managers?
• How and where to send an employee for advanced training

Now, in the age of computer rule, everything is changing rapidly, company employees must always be at a higher level than representatives of other organizations in order for the company to remain competitive, maintain stability, achieve success and recognition in business. To function competently and effectively in the market, the organization must regularly conduct training and advanced training of personnel.

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What is staff development and why is it necessary?

Over the past few decades, personnel training and development have taken a central place in the process of regulating company activities. The process of planning career advancement, creating a base of future managers, specialized education - all this represents a set of plans for the professional development of an employee.

At the moment, all large leading corporations have begun to independently qualify employees. Most of these organizations even established specialized training centers, schools and institutes. As a result of all this, retraining and advanced training of personnel has become one of the largest expenditure items for organizations.

Nowadays, companies understand professional training and additional education as a stable process that operates throughout the entire period of work, and helps promote the company among competitors, and also helps in training specialists of a completely new, higher level of specialization, who are able to think outside the box and do the right thing. choice in any situation.

The most important component of a company’s work is its staff. It can be characterized by many criteria, the most important of which is qualifications. Consequently, professional development and personnel management are the primary tasks facing managers who want to achieve maximum results in their work. Therefore, companies regularly conduct training, trainings, and conventions that contribute to the acquisition of new knowledge by employees, development, and improve the quality of the work they perform, this is called advanced training.

Benefits of staff development for an organization

Expanding the knowledge of employees contributes to the development of the company in the following areas:

Selection and placement of personnel. Capable and educated workers are attracted by the opportunity to learn and gain new experience. As a result, employees enjoy working, they see prospects for realizing themselves to the fullest, and therefore staff turnover in the company is significantly reduced.

Use of new technologies and production systems. Many companies are equipped with technology that has a great influence on all processes of organizing and managing the company's work, but it is often not used due to the lack of personnel who know how to operate it correctly. Measures to train the nuances of using certain equipment directly within the organization’s walls significantly increase labor productivity.

Quality of products and services. Employee training significantly affects the quality of the final product or service, to a greater extent this concerns company leaders and department managers, as well as employees who mainly work directly with people.

Identifying potential leaders and management personnel. When learning and experiencing new things, people show themselves in different ways. Thanks to this, during advanced training, it is possible to identify future leaders and managers, make plans and ensure career growth for the best personnel of the company.

The ability of an organization to effectively respond to changing circumstances. After completing training, each employee can understand customer requirements much better and more accurately, provide them with everything they need, as well as maintain competent communication and long-term cooperation.

Benefits of staff development for managers

Increasing the level of employee knowledge helps improve the situation in the areas of:

Current affairs. By qualifying personnel, the manager significantly simplifies and speeds up the work of the company. Because if he, or an experienced employee of the organization, independently teaches people to perform actions correctly, clearly and accurately, they will become excellent employees who perform all actions accurately and on time.

Potential capabilities of employees. The personnel development system helps improve the quality of employee abilities, which directly affects the company’s work in the future, because the value of an individual personnel only increases over time, unlike the value of fixed assets and other things.

Own career prospects. It is a mistaken belief that by doing everything yourself, you will do it as best as possible. It is much more correct to train people in mandatory actions and delegate the responsibilities for their implementation to them, thereby saving yourself time to expand the range of your own affairs.

Benefits of upskilling for employees

Guaranteed employment. Employees who have mastered many skills become indispensable in the company. Such people will always be more in demand compared to masters of a certain profile.

Working potential. Employees who have a great desire to develop and work always do more than others, and accordingly, their career advancement is much faster and of better quality. This benefits both the employee and his boss.

Stress reduction. A good knowledge base and a significant platform for starting work increase the stress resistance of workers, allowing them to competently and accurately perform all necessary activities in a relaxed manner.

Motivation and satisfaction from work. By developing themselves as specialists, employees feel the care of management, the desire to conquer the steps of the labor ladder, and feel more in demand. This contributes to the emergence of harmony and understanding in the team, making work a pleasure.

Survey data shows that, in fact, wages are not as important for workers as is commonly believed. Much more significant is the work itself, its fascination and diversity, as well as the results of the work and the sense of self after completing the tasks. All these components are in the hands of managers and leaders, who can influence people's satisfaction with work, their attitude towards it and the desire to work more productively and more.

Staff development: goals, objectives, problems

Completing training after receiving the educational foundations of a specialist in a certain field exists to achieve two goals:

Knowledge of innovations and innovations in the technical and professional field of qualified workers, in order to provide them with the necessary knowledge base applicable to a particular enterprise, for the purpose of further development and improvement. Such training, as a rule, goes in parallel with the labor process at the enterprise itself;

Acquiring higher qualifications by learning the intricacies of work, in order to move up the career ladder, by taking courses at a company, training center, or institute that works with many organizations.

Nowadays, companies organize all kinds of advanced training courses for personnel based on the calculation that during a working period of 40-45 years, an employee with good qualifications improves it about 4-5 times, undergoing retraining and training.

In the field of industry, especially in mechanical engineering, in order to master new technology, training, retraining and advanced training of personnel should be carried out on average 6-8 times, taking into account that in this case the employee changes profession 3-4 times. It turns out that every 4-7 years, an employee changes the direction of activity within the same organization.

There are various approaches to the professional development of management personnel. But each of them includes four main blocks:

• analysis of the need for advanced training;
• planning stages of training and programs for it;
• creation of educational programs varied in form and methods;
• analysis of the results obtained and their use for employee promotion or other purposes.

Based on world and government practice, advanced training of personnel at an enterprise takes place if work has been carried out on all four points described above. We are also developing all the necessary documents and appendices to them.

Currently, companies are conventionally divided into two camps: some work hard and purposefully, creating a training base for their employees, and take into account the importance and necessity of this process, while others do not consider this activity a priority, and shift all responsibility for this onto employees, considering that this is everyone's business.

List of the main reasons for the lack of targeted work on training employees “through the eyes” of the organization:

there is no point in conducting training, because the people working in the company are already quite highly qualified;

staff development is a rather expensive program. Due to a lack of funds in the organization, this event is not held;

There is no person on staff to train employees.

In fact, the development of principles for constructing a training scheme, their use and implementation is a very labor-intensive process, which requires a separate employee who understands this issue, especially for large organizations.

To summarize, we can say that the main task of the company is to create conditions for its staff in which they themselves want to grow, learn new things and improve.

There are various ways and methods of staff development that contribute to the development of skills and abilities of each employee. They imply the formation of various problem situations, discussion and finding answers to questions, analysis of emerging situations and problems, and discussions as a way of exchanging knowledge and opinions regarding certain issues, socio-psychological training, technical education.

Regardless of the method of acquiring knowledge, the development of sequences and structure of training is carried out according to certain principles.

These basic principles include six requirements:

the employee undergoing training must himself be interested in this;

Having received new knowledge, it is necessary to immediately apply it in practice to consolidate the result;

training must be carried out in the process of work, in order to consolidate the acquired knowledge, because the material is quite difficult, for better assimilation, it must be applied in practice;

The information learned needs to be comprehended and analyzed. To do this, create various questions, tests and assignments;

The methodology for conducting classes should interest people as much as possible and be varied. Then, students will be able to absorb more information;

It is necessary that the information provided is close to the actual scope of the student’s work and problematic situations that arise, because the employee will subsequently have to use the acquired information in his own work.

Basic methods of staff development

Let's look at the most used methods for expanding the existing information base.

Discipleship.

This method is a combination of obtaining information within the enterprise and from the outside. When using it, the teacher must be in the company where the work takes place, and in the classroom where the training takes place, for example, at a specialized university.

An apprenticeship is a limited period of training that consists of classroom work as well as regular work within a company. This period lasts about two years. The disadvantage of apprenticeship is that the characteristics of the students are not assessed or taken into account in any way, because the time of training itself is strictly defined.

Preliminary training.

During this method, students learn in a supposedly real environment that is similar to what is actually possible. Pilots first fly in specialized simulators similar to airplanes.

On-the-job training.

The most famous way to gain knowledge. In the present time, the student works and looks at the teacher, receives the necessary information and experience from him, and develops an algorithm for action in a real situation.

The most significant methods of on-the-job training: a method of increasing the complexity of tasks, changing jobs (rotation), purposefully gaining experience, undergoing special training in production, using workers as assistants, transferring certain functions to others (delegation).

Tutoring and discussion.

The most effective method of training new managers involves the adoption of knowledge by newcomers from experienced and successful employees. This approach, in addition to the transfer of knowledge, allows you to delegate responsibilities, which creates trusting relationships between employees.

Retraining.

The essence of such a program is to obtain the necessary experience and expand the student’s own knowledge, who will prepare to take a certain place in the future.

Transfers and rotation.

This algorithm of actions involves students completing a whole list of tasks to supplement their own knowledge through experience. The company blames the location and responsibilities of the employee for placing him in a stressful and unfamiliar situation.

Proponents of this method believe that it opens eyes a lot, speeds up the company's progress, reproduces many ideas and increases the company's efficiency.

Off-the-job training.

Large organizations most often use this method, which assumes that classes are held not within the company’s walls, but at a school, lyceum, institute, or any other place.

Opinions of teachers of educational programs differ on the method of obtaining information. Some believe that knowledge will be better absorbed if you use computers and act with their help, while others are confident that only by modeling games and analyzing tasks into their component parts can you succeed in learning.

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When sending employees for advanced training and training of the organization's personnel, the greatest importance should be given to intensive training technologies (ITT), because they help students obtain and immediately apply information practically, while very quickly learning how to properly manage people.

Business games are also important. They clearly show the consequences of any decisions and measures taken in the accelerated passage of time. With this game you can try out different ways out of the same given situation.

The problem-based learning method, which specializes in the analysis of current problems, is significant. The lecture material consists of problems that need to be solved. For this purpose, various thoughts, theories and ways out of the current situation are presented and announced.

Seminars.

The training system involves conducting seminars on management issues, courses and lectures. The objectives and methods of such seminars are specified by the enterprise in order for the employee to obtain maximum benefit. The teacher who conducts the lesson fully discloses to the students the goals, directions and types of upcoming seminar questions.

Advanced training courses.

These events must be planned in a specially designated place, where nothing will distract students from the process of perceiving information. The classroom should be equipped with everything that encourages students to perform effectively. The most important rule is to create an atmosphere between the student and the teacher, who acts as a mediator and simply guides students in the right direction while absorbing knowledge.

Software training.

It is believed that after receiving a diploma, a specialist annually loses 20% of his own skills, knowledge and abilities. Not to mention the information that managers need in their work, because it changes quickly and becomes outdated over time. Therefore, it has been scientifically determined that in order to achieve the goal of improving staff qualifications and maintaining it at a certain level, the manager must study new information every week regarding the scope of his activities. Here it will be useful to expand knowledge through the use of a computer, which will greatly simplify and speed up finding solutions to emerging problems.

Distance learning.

Distance learning, retraining and advanced training of personnel provides the opportunity to acquire the necessary knowledge, significantly reducing time and increasing quality. Modern technologies have made it possible to conduct self-study using developed and provided teaching materials, communicate with the teacher regardless of distance, and provide feedback. The most convenient thing in distance education has become the use of the Internet for learning, which will allow you to be in touch with the teacher, the director of the company and its employees, etc.

Education abroad.

Personnel training must be carried out abroad, not limited only to the borders of the country. This is due to the integration of information about management, economics and business in all countries. Thanks to the practice of studying abroad, you can find information regarding the management of organizations there, using methods and ways of working with foreign colleagues.

For different purposes - different methods of advanced training

Natalya Bogatskaya, expert in the development of distance learning systems, HRTime.ru

The distance learning method is most suitable for highly motivated audiences. For example, the manufacturer of metal entrance doors, Torex, holds weekly webinars where it presents its products to regional dealers and provides answers to basic questions. Sellers are interested in obtaining information because knowledge provides advantages in communicating with customers and selling products.

To acquire new knowledge and skills, the most effective way is to watch short and informative educational videos, which describe step by step all the actions on a given topic. However, this is not always a good way to learn because it lacks feedback and interaction with the teacher, as well as the opportunity to ask questions.

Through online learning, in the form of apps and a variety of games, many problems associated with lack of feedback can be solved. Such programs can train many employees according to one scheme. For example, the Interactive application for administrators of private clinics has a “personal account”; there is the opportunity to choose a hero and complete “skill quests” independently or with the help of a team. While completing quests, the employee uses a developed system of achievements - “achievements”, thanks to activities in the game, earns points and transfers them into a bonus. The rating system allows the manager to monitor the development of everyone. Clinic administrators receive training for 20–30 minutes a day at a time that is convenient for them. As a result, the quality of customer service and staff loyalty becomes higher. Due to the fact that this is an application, you do not need to pay anything.

The most appropriate methods for developing leadership skills

The most well-known methods of training that influence the improvement of qualifications of management personnel are education on the Internet, where the greatest attention is paid to the practical development of transmitted data, information and action algorithms.

The increase in the amount of information that comes from everywhere these days encourages the use of methods that can quickly convey a large amount of information, ensure the assimilation of it by listeners and help consolidate what has been learned in practice.

Nowadays, in order to expand the knowledge of managers, in Russia they use such methods as: complex thematic analyzes of situations, expanding knowledge using computer programs, educational group disputes, case-study (analysis of specific, practical situations), games with the condition of setting certain conditions and tasks.

Let's study the specialization and essence of each teaching method separately:

Trainings

They assume such an increase in the level of personnel qualifications in which paramount importance is given to the practical development of the information received in practice in order to consolidate new information and expand their vision of certain work situations.

In the process of conducting trainings, methods and techniques of actively acquiring knowledge are often used - all kinds of games, discussion of existing situations and joint discussions on selected topics.

At the moment, the most common are trainings for the distinctive qualities of managers. Where issues of proper communication with subordinates and colleagues, motivating them to work, determining actions in stressful conditions, uniting people in groups to work together, etc. are dealt with. This system of training and advanced training of personnel helps managers organize an in-depth analysis of the company’s activities and its regulatory structures, as well as consolidate the acquired information and algorithms for solving certain issues.

Programmed training

Its meaning is to provide data in a structured form, in which the information is assessed and assimilated according to certain criteria. During this form of data acquisition, information is given to the audience in blocks in printed or electronic form. At the end of studying each of the blocks, the student takes a test showing the level of mastery of the material.

One of the options for this teaching method is acquiring knowledge using a computer. After evaluating the student's answers, the computer calculates what material needs to be provided next. The advantage of computer-based learning is the ability to obtain an answer that can be as rich and complete as in current games with sound on the computer.

Gaining knowledge using a computer allows students to quickly memorize the material provided. The Germans, on the contrary, found that such training does not have the benefit of a larger store of knowledge than any method of actively acquiring knowledge. Despite the cost of developing programs, which is quite large, the benefits obtained from using software training more than pay for all the costs incurred.

Whatever one may say, nowadays learning with the help of a computer is just a small part of the ways of obtaining information.

Educational discussion

This way of acquiring knowledge involves a group of people communicating about a specific topic; the number of participants can vary from five to sixteen people. Discussion is a kind of exchange of opinions. The experience of previous generations proves that without discussion, and the disputes that arise during it, progress is not possible. This especially applies to spiritual life and work.

The discussion can be of a completely different nature, it depends on the subject of study, its issues, and the judgments of the parties.

The peculiarity of an educational discussion is that the problem that is brought up for discussion is new to students, but in reality, it has long been solved in practice.

The process of improving the qualifications of workers in this way provides an opportunity to make the most of the experience of those present, which improves the quality of memorization of the material. The benefit is that the participants in the discussion themselves look for answers to questions, exchange opinions, and do not listen to the opinion of a teacher or scientist who has proven something. Using your own experience and knowledge makes it possible to better remember solution methods.

When working on complex material, group discussions are more effective than others, providing the opportunity to get answers, motivate and use your own skills.

Case-study

This method involves improving the training of personnel by applying the acquired knowledge in a practical way. This is the most popular and effective method among those proposed.

The main goal of this method is to provide students with a methodology for analyzing information, identifying the main problems, selecting several solutions, evaluating them and finding the best option, after which they establish a list of necessary actions.

During the analysis of certain tasks, the most significant is considered to be a group discussion of the opinions expressed and solutions to pressing issues. This provides a foundation for students to work as a team and hone this skill. After conducting an independent analysis of the component parts of a question, expressing opinions and discussing them with a group, searching for problems, finding multiple solutions, and choosing a sequence of solutions, students acquire the skills to find answers to problematic questions.

Discussion of existing problems can be conducted in two ways: based on problems that once existed, or on the basis of artificial questions.

Business and role-playing games

Business games are active ways of teaching management in a team. This method is communication, where each participant plays his role, most often pursuing different interests. The goal is to find a way out of the current situation. Such games are aimed at helping to form communications between people, improving decision-making skills independently and in groups. The teacher’s contribution is important here, because effective games require good preliminary preparation, as well as the teacher’s ability to make predictions about the development of events.

German scientists are confident that learning with the help of games contributes to the best assimilation of information, has greater benefits compared to other methods, and also makes it possible to improve activities and simulate new situations and formulate responses. All this contributes to the development of managers as professionals in their field in the modern world.

Business games are a way of finding solutions to certain existing problems that are necessary to restore the winning course of the organization's activities. The demand for this kind of games arises when the abilities of managers are not enough to solve a certain kind of problem, or there is a change in the conditions of the situation, the action plan for which has already been approved, and it is necessary to change it. To make a more effective decision, it is enough to simply simulate it in the game, and during the discussion, the decision will come by itself.

As a rule, business games are a group dialogue where participants share their thoughts and opinions in order to find the most correct way out of the situation.

When an employee goes on a course, the employer must enter into an agreement with the educational institution (paragraph 16, clause 7 of the Model Regulations)

Sample forms of contracts for the provision of such services are presented in Orders of the Ministry of Education of Russia dated July 10, 2003 N 2994 and dated July 28, 2003 N 3177, as well as in the Guidelines for concluding contracts for the provision of paid educational services in the field of education (Letter of the Ministry of Education of Russia dated October 1, 2002 N 31yu-31nn-40/31-09). But, in most cases, the standard contract form is developed by the educational institution.

In the form, be sure to indicate the chosen topic of the program, the tasks of staff development, the form of training, the cost of the course and the educational period, as well as the name of the document confirming completion of the course.
The agreement or consent is drawn up in 2 copies. One belongs to the specialist, and the second belongs to the organization that trains the employee.

Please note: it is the company, not the employee, who needs to order training for the purpose of advanced training. Because if it is the other way around, the company, when calculating income tax, will not be able to deduct the cost of employee training from it.

Attached to the agreement:

the schedule and subjects of the selected educational institution, the number of hours allocated for attending these disciplines must also be indicated;

a scanned copy of the license allowing the organization to train people.

In Part 2 of Art. 197 of the Labor Code states that an employer who has sent his ward to educational advanced training courses enters into a written agreement with him regarding what requirements the employee faces after training. For example, a stipulation of the employee’s obligation to work for a certain, agreed-upon period at the enterprise, the definition of fines and restrictions for non-compliance with the rules of academic discipline, a method of returning funds to the company for training in cases where the employee did not work the entire agreed period, or was unable to complete the training for personal reasons.

Documents after training

Clause 27 of the Model Regulations states that when undergoing training for the purpose of advanced training, which lasts more than 72 hours, knowledge certification must be carried out.

The organization of staff development work provides for the following types of certification tests:

• testing the acquired knowledge in an exam in a separate subject of the course;
• a general interdisciplinary exam to check the mastery of the entire training program;
• writing and presenting an abstract on a single subject or several disciplines;
• writing and defending a diploma project or work.

The student, after completing the training, is presented with state-issued documents, unless the educational program lasted more than 72 hours:

certificate of short-term advanced training - for those who studied in the period from 72 to 100 hours;

certificate of advanced training – for those who have completed a course longer than 100 hours;

Diploma of professional retraining – for those who have undergone retraining for a period of more than 500 hours;

diploma of qualification - for those who have completed more than 1000 educational hours.

Clauses 1 - 3 of the Requirements for state documents on advanced training and professional retraining are provided, which are approved by Appendix No. 1 to the Resolution of the State Committee for Higher Education of Russia dated December 27, 1995 No. 13 and clause 28 of the Model Regulations.

Original certificates, certificates or diplomas are kept by the employee, and copies of them are filed in the personal file.

There are cases when an employee does not receive any document confirming completion of the course. As mentioned above, certificates are not issued to participants in events whose duration does not reach 72 hours. Because most of these educational organizations do not have the necessary licenses to provide training to employees, they cannot issue such documents. All other institutes and schools issue independently developed design certificates.

After completing the course, the educational institution is obliged to submit to the organization a certificate of services provided. Where the duration of training, the name of its program and the cost in monetary units - rubles will be written down.

When undergoing long-term training, the report must be drawn up separately for reporting periods, that is, once every three months, and according to the same principle, expenses for expanding employee knowledge must be included in the balance sheet.

Information about completion of training must be recorded in section V “Advancement of qualifications” of the employee’s personal card (Form N T-2). But only when the employee has in hand evidence of completion of courses in the established form. This is approved in paragraph 28 of the Model Regulations.

The never-ending race of enterprises to increase the productivity of their activities requires a search for universal workers. Therefore, the most important indicator of a company’s productivity is the constant improvement of staff skills. The more an employee knows and can do, and the higher his qualifications, the more productive his work becomes. Qualified workers spend significantly less time performing the same tasks than unskilled workers. More educated and knowledgeable workers learn everything new much faster and understand the latest technological progress.

Information about the author and company

Olga Guseva, Head of Marketing and Advertising, Corporate Energy University. Corporate Energy University (CEU) was founded in 2003. Conducts professional training of personnel in the field of ensuring uninterrupted power supply to consumers and safe operation of power equipment. Official website - www.keu-ees.ru

Natalia Bogatskaya, developer of distance learning systems, expert, HRTime.ru. HRTime.ru is the first HR order exchange. Offers HR solutions for small and medium-sized businesses. Founded in 2011; has brought together 10 thousand users, has more than 1,200 completed projects. Among clients: TechnoNIKOL, Calzedonia, Hilti. Official website - www.hrtime.ru

Personnel development occupies one of the most important niches in a modern enterprise. HR managers with extensive work experience know firsthand how strongly this factor influences the labor efficiency of modern society.

Nuances of retraining and advanced training of personnel

A modern manager, who has been in business for many years, clearly understands the essence of the benefits that a company can receive if it makes improving the skills of its employees a priority. But still, despite the fact that it is already the twenty-first century, for many businessmen the desire to train their own personnel often remains only a dream. The reason for this is the employer’s refusal to invest a lot of money in training and advanced training courses for fear that specialists trained at the company’s expense will subsequently quit.

In fact, such issues are easily resolved by concluding an employment contract, which can include conditions for employee training. If an agreement has already been drawn up, but such conditions are not specified in it, then an additional agreement can be concluded. As a rule, such contracts include conditions under which personnel training will be carried out.

By observing all these formalities, you can avoid unpleasant situations, protect yourself in the event of force majeure, and thus be able to compensate for all expenses spent on training.

In order to organize staff training at a high level and ultimately obtain a high-quality result from the work done, it is necessary to provide employees with all the necessary materials and tools. First of all, you should start setting goals and objectives, determine their position in relation to each other, and choose forms of retraining. In addition, it is necessary to create several motivation systems for personnel training and their retraining and document these systems.

Analysis of the advanced training system, calculation of the retraining process

Ideally, training and retraining of personnel should take place gradually so as not to miss a single important point. The employer should begin this process by identifying the areas in which personnel lack knowledge and practical skills, and need to understand what exactly reduces labor efficiency. Particular attention should be paid to improving the qualifications of management personnel, since it is often precisely because of the lack of compliance with modern standards of senior management that their subordinates lag behind technical progress and cannot improve their knowledge.

At this stage, it is worth drawing up a detailed plan, setting deadlines for its implementation, determining what level each employee should achieve at the end of the project, and creating a system and form for assessing the knowledge gained.

Thanks to the retraining of employees at the end of the program, it is possible to obtain more qualified and competent personnel adapted to work at a specific enterprise. This is much better than hiring a ready-made specialist from outside.

Firstly, people who have been proven over the years are much better than new ones, and secondly, the ratings of companies involved in such projects are significantly higher than those with constant staff turnover. Enterprises that invest money in their specialists and value labor resources are taken more seriously and more often offer cooperation than those that try in every possible way to save on their staff.

Training systems and timing of their implementation

Training of employees aimed at retraining and retraining makes it possible to increase their level of theoretical knowledge, as well as improve the skills and abilities of employees in practice.

Thanks to advanced training, the professional capabilities of staff are expanded. When it comes to manufacturing enterprises, training may be aimed at acquiring or improving skills in working with modernized or more technically complex equipment.

In terms of duration, personnel development courses at an enterprise can be of three types: short-term, thematic and long-term. The number of hours is determined by the employer.

Retraining can be carried out in the form of seminars, lectures or trainings and other forms provided by the employer.

Methods of training and staff development

Depending on the employer’s decision, professional training, retraining and advanced training of workers can be carried out in different conditions. Most often, preference is given to organizing such training within the enterprise, since it is cheaper and more convenient. But still, large companies take the training of their specialists very seriously and therefore prefer specialized institutions for training. The more a company values ​​its reputation, the more expensive such events cost it, but this measure pays for itself in the end.

When choosing a method of retraining in the workplace, you can assign an experienced specialist to the student employee and give him the opportunity to repeat everything after him. In this way, the student will quickly gain new experience. In addition, you can assign a supervisor to the staff, who at the end of the working day will be able to conduct classes, analyzing specific work situations that arose during the day.

When choosing a training method outside the company, employees may be offered trips to thematic conferences, seminars and other trainings to exchange experience with other specialists. Since personnel management plays an important role in the life of an enterprise, obtaining qualified specialists should be one of the priorities of top management and the employer. Professional development is achieved through the effectiveness of training chosen by the manager.

Methods of staff development used in practice today include both traditional lectures and seminars, as well as modern business games, trainings, interactive presentations, case studies, participation in project groups and modeling of organizational problems. It is important to understand in what cases each of them should be used.

From this article you will learn:

• What is the difference between advanced training from the point of view of the employer and the employee;
• How to assess the need for advanced training;
• What is the subject of advanced training;
• What forms and methods of advanced training exist currently.

In modern conditions, personnel training performs two main functions: optimizing the use of employees and increasing their motivation and level of loyalty.

The realities of modern life determine the need for constant advanced training in various forms and methods. These realities include:

• Commissioning of new complex equipment, use of advanced technologies, launch of new products, growth of the communications sector.
• The modern world is becoming a single market where countries compete with each other. In this competition, states that have a developed system of continuous training for workers win.
• The world of technology and computer science is constantly changing - this also determines the need for continuous training of personnel.

It is an undeniable fact that optimizing the use of existing employees by constantly improving their skill level is much more effective and profitable for management than hiring new employees.

However, the training goals pursued by the employee and the employer are largely different.

Improvement of personnel qualifications from the point of view of the employer and employee

Staff development from the employer's point of view:

• formation managerial personnel reserve;
• training staff to make decisions and solve problems;
• formation of personnel succession and its reproduction;
• creating a cohesive team;
• a combination of stability and mobility (flexible formation) of personnel;
• formation of a positive attitude towards innovation.

Staff development from the employee's point of view:

• improving your qualifications and maintaining them at an appropriate level;
• acquiring new professional knowledge, studying the market, suppliers, consumers, etc.;
• mastering the skills and knowledge necessary for planning, organizing and managing production.

Assessing the need for advanced training

Forms of personnel training

There are three main forms of employee training: training of new employees, advanced training of existing employees and their retraining.

• Training of new employees- training and graduation of new specialists, carried out in an organized and systematic manner by various special educational institutions.
• Improving the qualifications of working employees- improvement of knowledge, skills, qualifications, communication competencies, decision making technician and work in a group of those employees who are already on the staff of the enterprise.
• Retraining of employees- development by employees of new competencies, skills, acquisition of new knowledge and skills in connection with the emergence of new specialties or additional requirements in existing ones.

Currently, both in our country and abroad, three forms of retraining and advanced training of personnel are considered generally accepted.

1. A form of training aimed at acquiring new knowledge needed at the current moment or in the very near future. This form is called specialized training. The effect of its use is designed for the short term, but allows the employee to keep his job and increases motivation to remain there.
2. A form of training that increases employee intra-industry and inter-industry mobility and is effective in the long-term economic perspective. This form is called multidisciplinary training. It is risky for the employer, because... ties the employee less to the existing workplace and gives him the opportunity to search for new options for applying the acquired knowledge.
3. A form of education aimed at developing personal qualities, acquiring new non-specialized knowledge and skills that broaden one’s horizons and increase psychological stability. This form of training is most common in the scientific and educational spheres, as well as among managers and top managers.

The subject of advanced training as a method of personnel management is:

• knowledge- acquisition of methodological, theoretical and practical competencies necessary for an employee in the workplace to perform his functions and responsibilities;
• skills- special techniques that allow the employee to implement the functions that are required of him at a specific workplace;
• skills- the level of practical application of acquired knowledge, at which conscious self-control of mastering a specialty is achieved;
• communication and behavioral competencies- practical skills that allow an employee to optimize his social interaction and acquire new useful connections within the group and team.

Forms and methods of advanced training

The choice of training methods determines the forms of advanced training - it can be carried out both directly in the workplace and outside of work.

Methods for improving the qualifications of personnel at an enterprise involve the use of equipment, tools, documentation and materials that will be used by the employee even after completing the training.

Off-site training methods use training equipment and materials, sometimes a little simplified. The employee being trained is not a production unit, and training can be carried out in special institutions, retraining centers, colleges, etc.

Let us consider a group of methods for improving the qualifications of personnel at an enterprise in more detail.

• Targeted acquisition of new production experience
  When using this method, the employee draws up an individual professional growth plan containing learning goals.
  
• Instruction at the new workplace
  If the training is related to the acquisition of practical skills in a new workplace, this training method is used.
  
• Rotation
  A systematic and expedient change of jobs over a given period of time allows you to quickly and effectively gain additional knowledge, learn the technological nuances and specifics of individual production processes within the organization.
  
• Practical experience as an assistant
  This training method allows you to acquire leadership skills, experience in managing individual production areas, as well as master the technology of making management decisions in the context of the specifics of a particular enterprise.
  
• Coaching
  Cooperation between student and mentor in the long term creates conditions for establishing continuous and strong feedback between participants in the same production process. The use of this method of advanced training is especially productive in the event of technical problems that require lengthy study and tracking.
  
• Project teams
  Collective work as part of a single group on a project allows you to acquire management skills, cooperation, delegation of authority, as well as master such collective problem solving techniques as brainstorming and Delphi.

It is obvious that most of the methods described above advanced training can only be implemented within a given enterprise and during the work process. These methods are obviously practical-oriented and do not require additional theoretical support provided outside the enterprise. To obtain knowledge of this kind, there is a separate group of methods called “off-the-job training methods” or “outside the workplace.”

Methods for improving staff qualifications outside the workplace

• Lecture courses
  The most traditional method of advanced training. Passive assimilation of theoretical and methodological materials today is not considered the optimal form of training and is supplemented by other methods.
  
• Training courses with programming elements
  An interactive way to obtain, consolidate and test acquired knowledge. Most often it is implemented in the form of computer training programs.
  
• Colloquia, symposiums, conferences, round tables, discussion clubs and meetings
  An active learning method that stimulates the development of communicative competencies, logical thinking, giving skills in public speaking and organizing collective discourse.
  
• Case study
  A method for solving real production problems. Used in the process of training executives and senior managers.

• Business games
  Case study modification. In this case, the solution to the problem is carried out not by one person, but by a group of students.
  
• Trainings
  Systematic training, during which the trainer instructs and checks the level of knowledge acquisition by a group of students over a certain period of time.
  
• Selfeducation
  At first glance, it is the simplest teaching method, but it requires maximum responsibility, consciousness and internal discipline from students. Currently, this method is being reborn thanks to the development of online learning and the spread of educational computer programs.
  
• Solving production and economic problems based on modeling
  Students master management skills by simulating the work of several competing enterprises in a game market situation. Advanced training through market research allows you to study different stages of production, from design, financing, searching for investments and ending with sales and solving personnel issues.

Modern forms, types, methods of advanced training of personnel use all the accumulated methodological experience of domestic and foreign teachers and instructors and are aimed at comprehensive development and consolidation of the acquired theoretical and practical knowledge on the basis of modern technological and communication tools.

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Introduction

The transition to a market economy has posed a number of fundamentally new tasks, the most important of which is the most effective use of human resources. Moreover, this is relevant not only for society as a whole, but even more so for every enterprise, firm, and organization. Business is developing. Competition is growing. And the task of any company is not only to survive, but also to remain competitive for as long as possible. The success of an enterprise directly depends on the performance of its employees. Therefore, the problem of personnel training is relevant for many companies.

Changes in the economic and political systems simultaneously bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person. The introduction and use of professional promotion systems in the work of a personnel manager in such a situation acquires special significance, since it allows solving a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system.

In the current economic conditions, when the old economic management system has already been destroyed and a new one has not yet been created, it will take a lot of time to form the infrastructure of a market economy. In parallel with the process of formation of new management structures, there will be a process of understanding the new role of personnel in ensuring production efficiency.

State support for small and medium-sized businesses, among the general tasks of economic development and market economy, also includes the use of innovative technologies in the development of Russian business. This is confirmed by a number of legal acts and Decrees of the Government of the Russian Federation.

However, the market is already rigidly dictating its own rules for the production and sale of products and services. In the conditions of the “consumer market”, the seller is forced to build his activities based on consumer demand. At the same time, demand is not limited to the demand for goods. At the present stage of development of the Russian economy, the services market is becoming increasingly important. Service, in the general understanding of this term, means someone’s action that benefits or helps another. Service work, i.e. to satisfy someone's needs is called a service. It is obvious that the role of personnel in the provision of service services to consumers is increasing many times over, since the quality of the service sector, ultimately, directly depends on the personal and professional qualities of service workers.

The problem of developing the potential of service workers cannot be considered comprehensively studied. In the works of both foreign and domestic authors, general issues of problems of improving the professional qualities of enterprise personnel have been studied. This equally applies to the activities of any economic entity. So in the works of such authors as M.X. Meskon, M.G. Rogov, S.V. Smirnov, P.I. Tretyakov considered the need for management to improve the professionalism of the enterprise’s workforce. Other scientists consider increasing the potential of employees to be an integral part of management (M.M. Potashnik), a method of management (S.D. Reznik), and the process of creating incentives to work (B.M. Genkin). Despite the diversity of ideas about the process of increasing the potential and qualifications of personnel, almost all researchers note that it is based on the employee’s desire to satisfy needs. In various studies, need is defined as a need for something, a property of a subject, a state of a subject, a specific feeling, a driving force of activity, a special kind of relationship between the subject and the external environment, a contradiction between the desired and the actual. Currently, there are numerous classifications of needs according to their content (I.V. Bestuzhev-Lada, E.A. Klimov, D. McClelland, A. Maslow, V.G. Podmarkov, D. Rotter, V.I. Tarasenko, etc. .), based on various grounds.

However, despite the high degree of development of issues about the development of the potential and professional qualities of company personnel in domestic and foreign management studies (A. Albert, W. Braddick, O.S. Vikhansky, F. Herzberg, E.P. Ilyin, S. B. Kaverin, A.V. Karpov, R.L. Krichevsiy, I.D. Ladanov, E.G. Moll, A.I. Naumov, E.A. Utkin, F. Khedouri, etc.), the problem of increasing The potential of service workers has been practically unexplored and poorly understood. The lack of scientific publications on this topic often leads to the fact that managers very often use such methods of influencing the development of professionalism of hired service personnel, which lead to demotivation of professional activity. In my opinion, one of the reasons for this situation is the discrepancy between managers’ ideas about the factors influencing the personal and professional potential of employees in the real situation of the service department.

In this regard, it becomes especially important for managers of service sector enterprises to be able to rethink their managerial experience and overcome their own stereotypical ideas about the maximum use of the potential and professionalism of the labor behavior of employees.

Thus, the main goal of this final qualifying work is an attempt to analytically develop proposals for improving the skills of workers in the consulting company FOC LLC.

To achieve this goal, it is necessary to find a solution to the intermediate research problems:

Consider methods and techniques for improving the qualifications and motivation of personnel used in the practice of modern management;

Conduct a study on the development of the potential of service workers in the company FOC LLC;

Assess the effectiveness of developing the professionalism of FOC LLC employees and, based on the results obtained, develop proposals for improving the system for improving the qualifications of personnel at the enterprise.

The main hypothesis of this study is the assumption that mandatory and timely training of managers of senior and middle management in the system of advanced training of management personnel, professional training of employees, and in addition, work within the organization to study and research incentives to improve the professionalism of employees and the degree of satisfaction hired workers by the existing system of reprimands and rewards - are by far the most effective methods for the emergence of a set of internal and external driving forces capable of inducing hired personnel to such labor behavior, which, as a result, contributes to the achievement of the ultimate goals of the organization.

The object of this final qualifying work is the activities of the management personnel of the company FOC LLC to develop the personal and professional potential of consulting services workers.

The subject of this thesis is an innovative system of professional promotion of employees and the effectiveness of its application.

The research methods used in this thesis are observation, survey and natural experiment.

The study of the problem of increasing the potential of personnel is of great practical importance, since identifying the most effective methods of stimulating the growth of professionalism of service workers will significantly increase the efficiency of both personnel and the economic profit of each individual enterprise, and therefore improve the economic development of the state.

1. Fundamentals and system of personnel development

1.1 Factors, forms and methods of strategic personnel management

As statistics show, many service enterprises are still in an extremely difficult economic situation. It places increased demands on staff. Hiring is decreasing, the number of layoffs is increasing. The routine of operational work distracts from long-term planning, but this makes strategic thinking even more necessary.

In the context of accelerating innovation processes, dynamic development of the external and internal environment and especially increasing competition, enterprises are less and less able to realize their advantages in serving the population, and classical success factors (such as technological processes, pricing system) often become simply fiction.

In this regard, the role of effective strategic management and, first of all, personnel management, in particular planning the development of human resources, its capabilities and prospects, is increasing (Figure 1).

Figure 1. Strategic factors of innovative personnel management

Customer-focused and innovation-focused HR offers the chance to take advantage of the still-hard-to-understand competitive advantage. Already today, a manager in working with personnel should ask himself the following questions.

How does people management contribute to business performance?

How can you measure the contribution of the HR department to the enterprise?

How to ensure customer orientation in working with personnel? How to orient staff towards customer service?

How to introduce an entrepreneurial spirit into the activities of human resources services?

How can HR be made a “peer” function alongside other specialist functions?

Enterprises that do not pay due attention to working with personnel and do not focus this work on business success are at risk of exacerbating problems of survival.

In the 90s The development of scientific and technological progress (STP) turned out to be impossible without the development of personnel management. If at the first stage of the scientific and technological revolution (STR), thanks to the advent of machines, the human hand “strengthened”, then at the second, due to the invention of the computer, the brain.

Effective personnel planning in the 90s. began to play a key role in the competitive struggle of enterprises. Serious changes are coming in the way we work with personnel. At the beginning of the 21st century. personnel management plays the same role as automotive technology in the 50-60s, production automation in the 70s, information technology in the 80s. Management technologies have actively joined the high technology race. We are talking about technologies for the work of a leader, group management, decision making, and behavior. At the same time, technology means the use of technology, and technology means skill and even the art of using force, including the power of the mind.

The role of personnel management in the 90s. more and more reminiscent of the role that in the 80s. information technology played. It has already become a continuation of their development. A human resources manager cannot do without taking into account a complex of interrelated factors.

The factors of strategic personnel management include uncertainty and risks; time; increasing fragmentation of markets; quality, design, service; reducing the importance of enterprise size; flexibility due to centralization; reduction of hierarchical structures; the need for constant study.

Uncertainty and risks. In economically difficult times, management and employees have to act in a state of doubt and uncertainty, with no guarantee of success. Dynamically changing conditions often reduce strategic time horizons to 2 - 3 years. Therefore, continuous learning becomes a central task. If there is no interaction between the management of an organization and its employees or a learning system, it may lead to the loss of the survival ability of such an organization.

Time as a decisive factor in competition. The formula for success today is not cost - profit, but cost - profit - time.

One of the main characteristics of an enterprise today is not the quality and low cost of products, but how quickly and timely they can develop thanks to the successful solution of emerging problems. The time factor is taken into account in such a way that in 80% of cases preference should be given to quick rather than long-term decisions, albeit with 100% validity.

Increasing fragmentation of markets. The company's vital customer orientation contributes to the gradual segmentation of the service market. There is a need to study the potential needs of clients and take into account their specifics.

Quality, design, service are the decisive factors for success. The rigid, ossified “production mindset” is a thing of the past. Factors such as cost-effectiveness, reliability or safety cannot be considered outside the interests of customers and their economically differentiated capabilities.

Optimal sizes. The question of the optimal size of an enterprise arises due to the fact that it must maintain a leadership position in its market segment.

Flexibility through decentralization. Large enterprises require restructuring into flexible market-oriented business units.

Reducing hierarchical structures. A steep pyramid with more than three levels of hierarchy (their number sometimes reaches seven) becomes the property of the historical process of development of organizational structures. Hierarchical structures have no chance in the future. But reducing management levels does not mean cutting staff. Personnel management is required to ensure its flexible use and development.

The need for constant study. The need for study is declared by many enterprises, but often insufficient time is devoted to it, and therefore it has not yet become a factor in gaining competitive advantages. Meanwhile, each of us has to face the factors of renewal, and we must learn to perceive them, “learn to love” the continuous nature of changes.

It seems to us that due to the need to mobilize employees’ resources to achieve success, and even more so the survival of the organization, personnel management has objectively become the focus of management’s attention. It has become impossible to solve the problem of employee activation within the framework of traditional approaches. It is necessary to consider strategic management in context with the development, assessment, selection and planning of personnel. Personnel management has ceased to be an administrative task of the personnel department, it has covered the activities of all managers, its decentralization has occurred and the sphere of influence and application has significantly expanded. It itself has become a strategic factor in the development of the enterprise.

The driving force behind all activities of an organization is its personnel. It is characterized by a number of quantitative and qualitative parameters, among which the most important is the development of its potential, in other words, the level of qualifications. Therefore, retraining and advanced training of personnel currently occupies a critical place in achieving the goals of any organization.

Advanced training is training caused by changes in the nature and content of the work of specialists in their positions, obsolescence of knowledge; This is the purposeful acquisition of new knowledge and skills, the study of best practices.

Advanced training after completion of vocational training and a certain period of work in the profession is aimed at achieving two goals:

Ensuring the adaptation of professional qualifications to new trends in technical and professional development by conducting training events that accompany the labor process, mainly at the enterprises themselves;

Preparation of a professional career with a transition to a higher level of qualification as specialists and mid-level management personnel (masters, specialists in various fields, etc.) by attending courses at an enterprise, at a training center serving many enterprises, or at a vocational school.

Currently, the process of retraining and advanced training at enterprises is organized on the basis that during the average period of his working life (40-45 years), a qualified employee must undergo retraining and improve his qualifications 4-5 times. Thus, every employee must update his knowledge every 4-7 years.

There are different approaches to the professional development of management personnel. But, despite their diversity, they all include four main blocks, namely:

Analysis of needs for advanced training;

Planning training programs and the process itself;

Creation of educational programs varied in form and techniques;

Analysis of the results and their use for the further promotion of a managerial employee up the career ladder or for other purposes.

As world and domestic practice shows, the success of any organization is achieved only when work is carried out in all four areas simultaneously with the development and use of appropriate documentation, educational, methodological and material base.

The real state of affairs in the field of advanced training in modern organizations can be characterized in two ways: some organizations carry out targeted work in the field of advanced training, realizing the importance of this process, while the other part pays practically no attention to this issue, considering it a personal matter for each employee.

In general, we can say that the only thing that can contribute to people's learning in an organization is the creation of conditions in which it becomes a natural human need and an organizational norm.

In organizations that pay great attention to the issue of unlocking the potential of employees, improving their skills and following the above-mentioned principle, a large role is given to the formulation of training goals. The more clearly the learning objectives are formulated, the easier it will be to develop the right training program and track the effectiveness of the lessons.

There are various forms, methods and approaches to the professional growth of management personnel. These include business games, solving specific practical problems, analyzing specific management situations, using discussions as a tool for acquiring new knowledge and developing optimal options for management decisions, socio-psychological training, and programmatic training. Regardless of the nature (practical or theoretical) of advanced training, the development of retraining methods is based on compliance with a number of mandatory principles.

These basic principles include six requirements:

The learner must be interested in the result of retraining;

Learning new things must be supported by practical experience;

Retraining should be supported by practical experience and repetition, since any advanced training requires time to learn new things and generalize accumulated material;

The accumulated material must be comprehended. Appropriate discussion questions, tests, and assignments are intended to help with this;

Teaching methods should be as varied as possible. Boredom, not fatigue, primarily interferes with learning;

The material must be close to the specific activity of the employee.

The teacher is obliged to do everything possible to bring training closer to real work situations, since after returning to work the manager must immediately apply his knowledge and skills in practice.

Let's look at four possible learning methods (including both acquiring new knowledge and retraining).

1. Apprenticeship. This method is a combination of on-the-job and off-the-job training. It requires the cooperation of mentors in the workplace and at school (for example, in Sunday school), as well as government services.

An apprenticeship is a period of training and education that includes both formal classroom training and practical on-the-job training. The period of such training can reach several years. The weakness of the apprenticeship system is that the time allocated for it is predetermined and does not take into account individual differences that arise during the training period.

2. Preliminary training. With this method, students study a case in an environment that simulates a work environment.

On-the-job training. This is the most common method: the worker is placed in a real work situation, the work and secrets of the skill are shown to him by an experienced worker or master. This method is especially preferable for service workers and managers in this field due to the nature of their work.

The most important methods of on-the-job training: the method of increasingly complex tasks, changing jobs (rotation), targeted acquisition of experience, production instruction, using workers as assistants, the method of delegating (transferring) part of the functions and responsibilities, etc.

3. Tutoring and discussion. One of the best and most used techniques for training new managers is one in which successful, experienced managers train newcomers. Not only does this approach provide an opportunity to learn, it requires true delegation, which creates a sense of trust.

Retraining. The main feature of retraining programs is that they give partial preliminary experience to a person preparing to fill a particular position in the future, as he performs part of the actual work of the person currently assigned those duties. This intermediate position is called differently in different organizations: assistantship, backup, joint management or apprenticeship for managers.

Transfers and rotation. In this case, trainees move through a sequence of jobs to expand their experience. Enterprises can make travel plans, including functional and geographical moves.

Advocates of this approach argue that it broadens the manager's horizons, accelerates the promotion of highly qualified specialists, initiates many new ideas and accelerates the growth of firm efficiency.

4. Off-the-job training. In this case, classes take place in classrooms, Sunday schools or anywhere else. Service companies with the largest training programs often use this method.

According to training program managers, if the goal of advanced training is to acquire new knowledge, then it is best to use computer-based training. On the other hand, if the training is aimed at improving problem-solving skills, then it is best to use intensive training technologies (business games, case analysis).

When organizing advanced training for management personnel, HR workers should pay the greatest attention to intensive training technologies (ITT), since they allow students to acquire, first of all, applied knowledge, skills and abilities and provide the opportunity to receive training in the field of people management in a short time.

It seems to us that in general it should be noted that, regardless of the form of personnel training, it is important to have an effective system for improving the professionalism and career growth of employees, since only this path contributes to the most complete development of enterprise personnel, including, of course, service workers.

1.2 Development of a professional development systemin the organization and its actions to unlock the potential of employees

The need for advanced training and, accordingly, training of various categories of personnel of the organization is determined both by the requirements of work or the interests of the organization, and by the individual characteristics of employees. The need for training, the acquisition of new knowledge and the development of certain professional skills is influenced by age, work experience, level of abilities, characteristics of work motivation and other factors. They establish a qualitative need for training (what to teach, what skills to develop) and a quantitative one (how many employees of different categories need training). These needs can be identified by the following methods:

Assessment of information about employees available in the personnel service (length of service, work experience, basic education, etc.);

Regular assessment of work results (certification);

Supervising the work of staff;

Analysis of the sources of problems that interfere with effective work;

Collection and analysis of requests for personnel training from department heads;

Suggestions from employees, which can be collected using surveys or questionnaires.

Information about the state of an employee’s training is formed on the basis of an assessment of his activities, which is the starting point for diagnosing qualifications. At the same time, it is determined which professional qualities of the employee require development, correction and polishing. In assessing the quality of knowledge, skills, business and personal qualities, special commissions certify employees depending on the effectiveness of their work on selected factors and the relative importance of these factors for the functional duties performed by the employee. Based on the results of the incoming control, the feasibility of training and other forms of retraining is also determined, and recommendations are issued for an individual training program. Incoming control is carried out simultaneously with the psychophysical examination of students.

To identify individual characteristics and level of professionalism, testing is carried out, which allows rationally staffing training groups, optimizing the training process, as well as choosing the necessary form of training.

Planning for advanced training. In the process of planning staff development, it is taken into account that their training can be carried out both in educational institutions and directly in organizations. Continuity of retraining is ensured by a rational combination of frequency, types and methods of training based on a single training plan, based on the operating conditions and needs of the organization. In-house training systems are usually large-scale, long-term and complex. The company can organize the process of advanced training with the separation of workers from production and without interruption. Off-the-job training is usually carried out by employees independently in the form of: full-time study at a university; visits to evening academies; participation in seminars; attending courses at higher public schools; participation in congresses; reading specialized literature and articles.

Within the framework of the in-house training system, employees can be trained on the job. It could be:

Subscription for literature and newspapers;

Delegating employees to various exhibitions and fairs;

Providing employees with the opportunity to attend courses and seminars

Participation in excursions at the enterprise. Planning for advanced training is a specific system and can be forward-looking and operational.

Long-term (strategic) planning is designed for two to three or more years. It includes personnel training strategies, that is, the choice of main types of training, its forms, thematic areas, composition of trainees (by region, training centers, etc.).

Operational planning for retraining and advanced training of personnel is usually called planning for the coming year. Here the following are determined: the capacity of the training center, the organization’s need for each type of training, the timing and duration of training sessions, the composition of groups, the topics of classes, features of financial and logistical support, the need to develop teaching aids, etc. The basis for advanced training is a flexible training program based on training modules. A training module is a complete element of a certain discipline, with a clear structure of the plan, chains and tasks of work, initial data, methods of implementation, a list of technical means, a list of references and a method of monitoring the acquired knowledge. In general, the training program consists of four types of training modules (the approximate volume as a percentage of the total number of training hours is given in brackets): problem-based lectures (up to 25); active learning methods (at least 50); laboratory and practical classes (up to 15); health complex (up to 10).

It is necessary to develop several standard training programs based on 8-10 training hours per day. Typical programs are modified depending on the wishes of customers, the interests of listeners and timing.

Drawing up a specific training program is quite a difficult task, which should be carried out by the director of the enterprise or his deputy for personnel. The ideal option for a company is to have a personnel training specialist who can develop training programs, conduct business games and analyze practical situations, etc. The success of this specialist will depend on the support of management and his interaction with experienced colleagues. But today another option is more common: in a small company, the functions of a personnel training specialist are performed by the head of the personnel department. In this case, it is advisable to contact management consultants who will help identify weaknesses in the professional competence of personnel.

When drawing up a training program, a number of factors must be taken into account:

Duration of the training program and timing of its implementation;

Interests of the customer (enterprise, organization, institution) in using a specific set of training modules;

Summary results of an individual survey of future students;

Location of training sessions (enterprise or boarding house: a boarding house is much better, because at the enterprise students are “pulled”);

State of the educational base (number of classrooms, placement of people, volume of services);

The level of employment of teachers during the training period (from 4 to 8 hours);

Availability of technical teaching aids (board, overhead projector, computer, video system);

“typical routine of the school day (class schedule). The training program issued to students must contain the following sections:

General information about the educational institution;

Class schedule for the entire program (month);

List of regulatory documents about the enterprise (charter, regulations, instructions);

List of teachers and administration of the educational institution;

List of listeners with their work and home addresses;

List of handouts;

Coordinates of the educational institution, enterprise, boarding house and layout of classrooms.

Assessing the effectiveness of the training program. The following reasons for assessing the effectiveness of training programs can be identified.

The need to find out to what extent the learning objectives were ultimately achieved. A curriculum that does not allow one to achieve the required level of knowledge, performance indicators, or achieve a change in the skills or attitudes of students in the right direction must be changed or replaced by another program.

The need to ensure that changes in students' performance indicators occurred as a result of training. To do this, you can compare the professional effectiveness of workers before and after training or compare these indicators with the effectiveness (production indicators) of workers who did not participate in training.

The average employer in industrialized countries devotes approximately 4% of its training and development budget to evaluating the effectiveness of training programs.

After training its employees, an organization does not always achieve the desired result. In this case, there is a need to identify the reasons for failure. Good programs may not be effective enough for many reasons: perhaps unrealistic or too general training goals were set, the training process itself may be poorly organized, there may be low practical usefulness of training, there were some failures for reasons beyond the control of those specialists. who organize training. But, as a rule, the main reason for ineffective training is low employee motivation. Analyzing the reasons why a given training program failed allows necessary corrective steps to be taken in the future.

Evaluation of the effectiveness of training can be carried out using tests, questionnaires, exams, etc. The effectiveness of training can be assessed by both students and teachers, experts or specially created commissions. The point of assessing the effectiveness of training is so that the information obtained can be further analyzed and used in the preparation and conduct of similar training programs in the future. This practice allows us to constantly work to improve the effectiveness of training and get rid of such curricula and forms of training that have proven to be ineffective.

There are four criteria commonly used in assessing the effectiveness of training.

1. Students’ reaction. In this case, the students' impression of the curriculum in which they took part is determined. How do they evaluate the benefits of training? Was the course load excessive? Did you like the training program? How do they evaluate the work of teachers?

2. Mastering educational material. In accordance with this criterion, the volume of learned material is determined. Typically this information is collected through examinations or tests.

3. Behavioral changes. In accordance with this criterion, it is determined how the behavior of workers changes after they have completed a training course and return to their work. The main issue here is to identify the extent to which the knowledge and skills acquired during training are used in the process of performing work.

4. Operating results. This is the criterion by which the real benefit that the organization received as a result of the training is determined.

The effectiveness of training can also be assessed some time after completion of training. Assessing the effectiveness of training requires a lot of time and high competence of the specialists conducting this assessment, and many organizations refuse such assessment, simply relying on the fact that any training of employees benefits the organization and ultimately pays off. In fact, the effectiveness of training is not a matter of faith or belief, but rather specific results that can be assessed quantitatively or qualitatively.

The quality of the curriculum can also be assessed in terms of learner satisfaction with the curriculum. For this purpose, special questionnaires are being developed for students of training programs, which allow us to draw a conclusion about their satisfaction with the effectiveness of classes, teachers, the program itself, etc.

1.3 Innovations in advanced training systems

Among the most promising innovations in this (relatively little-publicized) branch of management, especially noteworthy is the concept of the so-called. “learning organization”, allowing staff development with maximum efficiency. The idea of ​​a “learning organization” and the resulting real possibilities for implementing this approach within Russian companies appeared only in recent years with the development of market relations, the formation of other approaches to business, the recognition of the leading role of personnel among the available resources of companies, as well as with the translation of the book Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization. You could even say that the concept of a “learning organization” is an HR manager’s dream come true. Simply because perhaps its most important task is to continuously improve both its general level and the qualifications of its employees.

What is a learning organization?

Such an organization is called, first of all, a living organization - since the learning process and life are directly connected. The learning process can be defined differently as a process of harmonious transformation when interacting with the environment. A living organization, like a living person, responds, changes, that is, learns from the environment with which it interacts, without being destroyed, but maintaining its internal main essential state (or vision). The following definition can be given:

A learning organization is a team of employees united by a common vision and values, who have the ability to develop, improve the work process (and thereby the product of this process), the relationships that arise in it, as well as their own understanding of the situation through constant receipt of feedback from their colleagues, clients, partners, managers, that is, from the external and internal environment.

A learning organization is an organization that, when receiving feedback, uses it both to adjust its work process in accordance with a given technology (all organizations do, or at least should do) and to improve its capabilities for the future (this only done by learning organizations). All organizations are composed of people or individuals who give rise to intellectual models or ingrained worldviews that are shaped by experience and shape the experiences of each individual. It is people with their attitudes and views that make an organization come alive... or slow down its development. If an organization is captive of individual intellectual models, then it does not form a new understanding of the situation in actively changing market conditions. Therefore, in a learning organization, constant personal development is necessary - improvement (that is, receiving feedback and changing oneself).

In order to be alive, an organization and its employees must be able to track their own points of inhibition, errors, and regression. These in the organization are:

Established stereotypes and opinions among employees;

The correctness of individual opinions - instead of development;

Closeness of employees to information;

Unambiguity in relation - instead of understanding consistency and ambiguity;

Linearity of thinking - instead of recognizing illogicality and systematicity.

At the same time, the organization must preserve its uniqueness, identity, ability to move - which means there must be something that unites the entire team, the reason why people want to do something together; a certain unified idea, fixed by the peculiarities of corporate culture. It is this shared vision that allows us to maintain integrity and focus.

An organization can be called learning if it approaches self-understanding and develops through the formation of the following elements:

Systems thinking;

Group training;

Personal improvement;

Understanding collective and individual Intellectual Models;

Employees and management team have a Shared Vision.

To reinforce and retain the skill of a learning organization, it is necessary to create a culture of learning. This culture represents the accumulation of prior learning based on previous decisions. Accepted development assumptions that work well enough to be considered valid for a given company are invented, discovered, or developed by a specific group of people in the organization through problem solving processes. These basic principles of continuous learning, transformation and development must be taught to new members of the organization as the correct way to perceive, think and relate to these issues.

Learning occurs in an organization as people share, explore, and interact with each other about their mental models. In accordance with this, the company must maintain at a constant level such methods of learning in the process of work as: A systematic approach to the analysis of any situation.

Some principles of systems thinking:

See relationships, not linear chains of cause and effect.

See processes of change, not static states.

Everyone bears part of the responsibility for the problems created by the system.

We are prisoners of systems whose existence we do not know.

There are no right answers. There is only a set of potential actions, each of which brings about some desired and some unintended consequences.

Systems cannot be dismembered and corrected in parts; systems have integrity, and it is necessary to work with the whole, and not with its individual parts

Cause and effect are not always closely related in time and space, and as a result, the real cause of a problem may not be obvious

The most obvious solutions may turn out to be completely ineffective. If these solutions work, they can only improve the situation for a while, and in the long run they will lead to deterioration.

People like to blame others for their difficulties, but problems in any system are often caused by the people included in them, and not by some external forces.

Group training:

A method of learning through dialogue, and dialogue in this case is understood not as the defense of individual opinions, but as the collection and synthesis of all points of view into one, which maximally absorbs everything expressed. The purpose of dialogue is to go beyond the individual understanding of the situation, develop and expand this understanding. What is important in this process is how training is viewed by the employees involved.

The most important learning happens on the job, not in training classes.

The most effective learning is social and active learning, not individual and passive learning.

During the learning process, it was decided to adhere to the following methods or rules:

Saying things that we don't usually talk about.

Combine research and self-defense (the art of impartial investigation)

Distinguish between official theories (what we say) and used theories (on which we act)

Personal Improvement:

The skill of asking questions of oneself helps people slow down their thinking process so they can become more aware of their mental models.

Each person has their own individual training cycle, consisting of:

1. Specific experience gained in the workplace;

2. Reflections on the experience, understanding the meaning and reasons for what happened;

3. Concepts and generalizations developed on the basis of experience;

4. Testing this concept empirically;

5. Repetition and consolidation of the cycle.

2. Ways to improve the personnel training system of Fok LLC

2.1 System of training and advanced training of employees

The company "Financial and Organizational Consulting" (FOK) was created in 2001 by managers with experience in large corporations - "Russian Aluminum", "Svyazinvest", "Rostselmash", "Empils", Nestle

The company has completed about 20 relatively large-scale projects in the areas of strategy, business planning, restructuring and regional development

Among the company's clients are OJSC Gazprom, RAO UES of Russia, Russian Railways, NK Rosneft, AFK Sistema, Tactical Missile Weapons Corporation, AMO ZIL, federal and regional authorities

2001 FOC LLC was included in the register of the Moscow Registration Chamber under No. 1027739800868.

2005 By Order of the Federal Property Management Agency No. 34, FOC LLC was granted a License for appraisal activities.

2005 FOC LLC was awarded the title “Supplier of the Year” in the category “Research Work and Services” (diploma of the Ministry of Economic Development and Trade of the Russian Federation)

2006 FOC LLC was awarded the title of Official Partner of the Kremlin Suppliers Guild.

The company's leading activities include:

Audit; grade; IT - consulting; management consulting; financial advisory; investment consulting; strategic consulting.

The analysis of economic potential is carried out on the basis of accounting. reporting and calculated indicators given in (Table No. 1).

Table 1. Main indicators of the company’s economic activity

The analysis used the following calculated indicators, which are calculated using the formulas:

Overall profitability - Rtotal = PRb / A * 100%

Calculated profitability - Rras = PRh / A * 100%

Profitability of turnover - Rob = PRb / Qр * 100%

Number of capital turnover per year - Kob = Qр / А (times)

During the analysis, the following trends were identified:

1. General growth of the company's main economic activities. Despite the rise in the dollar exchange rate, the company's sales volumes are changing upward (from 285.9 million rubles in 2005 to 332.173 million rubles in 2006).

2. An increase in overall profitability in 2006 was revealed.

3. There is a relative increase in the profitability of turnover (from 2.93% in 2006 to 4.82% in 2006).

4. It should be noted that the company is gradually returning to the efficiency and proportionality of its development, which is characterized by an excess of profit growth rates over revenue growth rates.

In general, it should be noted that the disproportionality of the company's development is associated with the economic crisis in the company and the desire to find new ways of cash flows into the company in 2006; this clearly shows the drop in the level of absolutely all indicators in 2006, compared to 2005. However, the company managed to overcome the crisis, and not only maintain turnover at the same level, but also significantly increase it, maintaining the proportionality and efficiency of its development.

The organizational structure of FOC LLC is extensive (command-administrative), linear-pyramidal, within which it is presented as horizontally functional.

Advantages are the stability of the current system, which makes it possible to curb negative trends.

Disadvantages - command-bureaucratic centralism, insufficient flexibility and susceptibility to changes in the external and internal environment.

It is most convenient to present the assignment of functions by position in the form of the following table.

The organizational structure of the company has been constantly improved since its formation and currently (01.10.2007) the staff of FOC LLC numbers about 89 people:

2 people - Guide

6 people - project managers, higher education, age 45 years;

10 people - head of department;

4 people - accounting (higher education) Age from 40 to 45 years, three women and one man;

4 people - project management department (higher education) age 38 years - male;

40 people - analysts and project consultants (higher education) age from 25 to 35 years 20 women and 18 men;

4 people - personnel management department, higher education, age from 27 to 35 years, women;

6 people - legal department (4 people with higher education, 2 with specialized secondary education) age from 25 to 30 years, women;

6 people - assessment department (higher education) age from 35 to 40 years - men;

3 people - Information Technology Department (higher education) age 25-28 years - men.

4 people - administrative and economic department.

It is most convenient to present personnel performance indicators in the form of the following diagram (Figure 3).

Since the management system of FOC LLC contains stable connections and relationships based on provisions regulating the rights and responsibilities of departments. As well as the presence of direct influence of managers on subordinates through orders, instructions and other documents. We can confidently declare that FOK LLC uses administrative management methods.

Figure 3. Development of the company since its founding

FOC LLC has linear control exercised by the general director, operational control - control of the implementation of consulting and information services, current control and its type - filtering. As a rule, subsequent or final control is mainly used. That is, control is carried out after the work is completed. The main problem of control in FOC LLC is, in my opinion, a certain formality of control; control is carried out partly for visibility, “insurance” in case of audits and audits, both from management and from control and supervisory authorities.

The communication process at FOC LLC is presented in the form of the following communication management tools - meetings, seminars, etc. corporate events of the company's structural departments. A network of official correspondence has been developed, there are bulletin boards, Internet tools, and interpersonal (business and informal) communication. The main obstacles to full communication are the wrong choice of channel, natural and official censorship.

Legal support for management activities at FOC LLC is carried out through regulatory documents - regulations, orders, job descriptions, etc.

Work at FOK LLC is structured in such a way that many issues are resolved much faster than in other distribution companies. The management of FOC LLC is always open to contacts and is ready to join in solving any client problem, applying an individual approach to him. To improve its work methods, FOK LLC periodically conducts customer surveys using questionnaires. By acting together, FOK LLC and the partner company expand their capabilities. By joining forces, the company’s specialists can achieve:

Displacement of a competing company from a tender (competition for the right to conclude a contract);

Development of a convenient financial mechanism for interaction.

Thanks to the clear organization of the work of branches and an extensive customer base, the company FOK LLC has the opportunity to coordinate joint projects for one customer, which has an extensive branch structure across cities. In these cases, the company FOK LLC acts as a central link in the interaction of regional analysts and consultants with each other. Thus, issues of legal and information support of transactions, service and business customer service are resolved.

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Ways to improve the qualifications of personnel managers at the municipal unitary enterprise "Spetsavtotrans"

The conducted research on the problem of the personnel development system at the enterprise using the example of the MUP "Spetsavtotrans" company allows us to draw conclusions that should be formulated as provisions submitted for defense.

A review of the literature on the development of systems for developing personnel potential and improving the professionalism of workers as the main mechanism for the development of the economy of the state and an individual enterprise showed that the authors, exploring various external levers and methods of advanced training in the activities of business entities, state significant differences between the systems of effective personnel management adopted in world practice, they are trying to identify the conditions for the practical effectiveness of this necessary enterprise management tool. Among these conditions, the following stand out: experience in the use of various forms of unlocking the potential of employees; timely introduction of the latest information technologies in the field of personnel training; taking into account factor indicators of the financial and economic activities of subjects of market relations, as an assessment of the feasibility of using the internal resources of the enterprise. However, all these conditions (as well as their combination) seem to be insufficient and do not reveal the actual basic grounds. Which would allow us to create a universal formula for the effectiveness of the personnel development system.

The majority of domestic analysts and specialists in the field of management confirm the thesis that currently the problem of advanced training is very relevant, since the efficiency of the organization and the degree of achievement of its goals depend on the level of personnel qualifications. The knowledge, skills, and labor skills of the company's personnel are becoming an increasingly important strategic resource compared to financial and production capital. In modern conditions of rapid obsolescence of professional skills, the ability of an organization to constantly improve the qualifications of its employees is one of the most important success factors. According to economists, the qualifications of workers become obsolete every 10 years, and therefore each organization must maintain compliance between the requirements of modern business and the qualifications of personnel. This will make it possible to respond more quickly and effectively to changes in the country and in the money market, and to strengthen the elements of stability, solidity, representativeness and sober calculation in market activities.

As management scholars note, over the past two decades, professional development management has become an essential element of managing a modern organization. The forms of professional development are: career planning and development, training of a reserve of managers, vocational training. The increasing importance of professional training for the organization and the significant expansion in the need for it have led to the fact that leading companies have taken it upon themselves to update the qualifications of their employees. Many of them have created permanent training centers, institutes and universities. The organization of professional training has become one of the main functions of personnel management, and its budget is the largest item of expenditure for many companies.

As experts note, today organizations view professional training as a continuous process that has a direct impact on the achievement of organizational goals and ensures the training of a completely new quality of workers who are able to act unconventionally, energetically and unconventionally.

The main problems of the Spetsavtotrans municipal unitary enterprise lie in the plane of both the external and internal environment. Externally, this is, first of all, building our activities in the context of the reform of innovative business development. Internally, this is overcoming the negative manifestations of the bureaucratic management system to solve an external problem.

In the area of ​​personnel qualification problems, the lack of a unified integrated system for training the company’s management and personnel without interruption from commercial activities was noted.

In connection with the above problems, it is proposed to introduce a qualitatively new stage-by-stage training program for personnel of the municipal unitary enterprise "Spetsavtotrans".

The purpose of personnel training is to provide employees of the organization with the opportunity to obtain the necessary knowledge and skills to solve the tasks assigned to them, improve their professional level and develop the business qualities necessary for their work. The training plan and budget must be drawn up and approved annually, taking into account the goals and objectives facing the departments and employees of the organization. The MUP "Spetsavtotrans" company must use various types, methods and forms of training when training personnel, depending on their feasibility and effectiveness. Regular monitoring and assessment of the quality and effectiveness of training programs should be carried out. When investing funds from MUP "Spetsavtotrans" in employee training, the organization and the employee must agree on mutual guarantees based on an agreement. The company should also create opportunities for staff self-training

The main areas of training (due to the implementation of the basic needs of senior level managers) of the Center’s management are:

• - acquisition of practical knowledge of business management;
• - acquisition of practical skills in this area (as familiarization with domestic experience in solving practical organizational and managerial problems).

In connection with the proposed program of advanced training, motivation and development of personnel of the Spetsavtotrans company, the following factors must be taken into account when working with personnel:

• 1. It is necessary to annually analyze the situation to improve the professional qualifications of its employees. The analysis includes quantitative and qualitative information about how many and which employees received training, when, on what topics, and in which training organizations. Conduct a survey of employees to identify their training needs.
• 2. Annually plan and organize internal training for your employees in various current areas of the company’s activities on your own or with the invitation of external specialists. Based on the results of training, feedback from course participants is required.
• 3. Pay for the training of your employee in other companies, if these courses correspond to his main activity and will help improve the efficiency of his work.
• 4. Management can additionally reward an employee if he completed training on his own initiative and paid for it himself.
• 5. Management must create conditions in which employees’ self-education activities are activated: involvement in various projects, research, writing articles, monographs, etc.

Thus, choosing this option for the company’s development allows it to achieve planned levels of both sales volumes and profits. This means that this development option can be chosen as a priority.