Employee development as an integral component of personnel management strategy

of personnel management strategy

candidate of economic sciences, associate professor associate professor of the department of HR-engineering in business economics Khmelnitsky National University

DANILKOVA Anastasiia

candidate of economic sciences senior lecturer of the department of HR-engineering in business economics Khmelnitsky National University

ZELENA Maria

candidate of economic sciences, associate professor associate professor of the department of HR-engineering in business economics Khmelnitsky National University

The article is devoted to topical issues of the development of the company's employees as an integral component of the personnel management strategy. The definition of personnel development was systematized. The components of the management structure of the professional development of personnel are considered. The task of planning and organization of management of personnel development of enterprises is outlined. The sequence of the organization of the process ofprofessional development ofpersonnel was studied. The main tasks of strategic personnel development are defined. The methods of personnel development and motivation in the system of strategic development of the company's employees are proposed.

Keywords: personnel, personnel development, personnel management, personnel development system, management of professional development of personnel

employee development management strategy

In the modern economic conditions of the functioning of enterprises, which are characterized by uncertainty, riskiness, dynamism and increasing intensity of competition, the strategy of personnel management becomes one of the main ones. In this way, the personnel of the enterprise becomes the basis of ensuring its competitiveness and the main prerequisite for the formation of successful management in the conditions of existing requirements for ensuring the development of enterprises. According to specialists in the field of personnel management, the strategic development of human resources is aimed at creating appropriate conditions for training, development and improvement of professional knowledge, skills, skills and competencies of personnel to perform current and potential tasks in order to increase the level of their organizational, team and individual efficiency. Strategic personnel development is based on a clear vision of the future opportunities and potential of employees and flows within the overall strategic model of the enterprise. Note that the main goal of strategic management is to ensure innovations in the organizational structure in such a way that they guarantee the development of the state authority. Management of the professional development of the company's personnel, taking into account the strategic nature, must meet the goals related, first of all, to the effective introduction of innovations, rapid adaptation of the personnel to changes in the external and internal environment of the company.

ANALYSIS OF RECENT RESEARCH AND PUBLICATIONS

The management of personnel development is a very popular topic for both foreign and domestic scientists who study various aspects of the use of personnel: Antiptseva O. [1], Vorobey O. [2], Voronina V. [3], Havkalova N. [4], Gulyk T. [5], Kovalska K. [6], Maznyk N. [7], Morozov O. [8], Petrova I. [9].

SELECTION OF PREVIOUSLY UNSOLVED PARTS OF THE GENERAL PROBLEM TO WHICH THIS ARTICLE IS DEDICATED

In the conditions of high competition, the significance of the development and implementation of the company's personnel development strategy increases. Organizational and methodological support for the implementation of the strategy of professional development of personnel should not only be coordinated and correspond to the corporate strategy, but also be based on the needs, opportunities and limitations that the enterprise has at a certain stage of its operation. For the successful implementation of the strategy, it is necessary to apply a comprehensive approach, which involves the use of a set of appropriate tools and methods, which led to the need for this study.

FORMULATION OF THE OBJECTIVES OF THE ARTICLE

To determine the concepts and main features of the management of personnel development of domestic enterprises, which is a strategic priority for the development of Ukraine, which determines the transition to a human- centered model of social progress and the transformation of human resources (its intellectual, innovative and informational components) into a priority direction of capital investments.

PRESENTATION OF THE MAIN MATERIAL OF THE RESEARCH WITH FULL JUSTIFICATION OF THE OBTAINED SCIENTIFIC RESULTS

It can be noted that there is a significant diversity of views regarding the interpretation of the concept of "personnel development" - to define its essence, various categories are used, namely: a specific management function, a set of organizational and economic measures, a continuous and systematic process, an approach to improvement of workforce-related knowledge and behavior [9].

Summarizing the definitions of scientists, we will formulate the concept of personnel development as a continuous process of improving the quality characteristics of employees from the standpoint of ensuring their harmonious development, as well as increasing the efficiency of the enterprise in the long term as a whole. Usually, staff development creates an opportunity for employees to acquire new knowledge and skills for more effective performance of assigned tasks, and also increases their motivation in work, commitment to the organization and interest in its affairs.

The analysis of scientific literature allows us to conclude that, as of today, the development and training of personnel are allocated as a separate function of management. Management of personnel development must be effective, as it is the main factor in the future success of any business entity. This is due to the fact that the growth of the role of scientific knowledge in society, the development of knowledgeintensive, intellectual technologies requires flexible and adaptive use of the personnel potential of the forensic institution, increasing the creative and organizational activity of each employee and the formation of a humanized organizational culture of the enterprise as a whole. Taking this into account, the problems of modernizing classic personnel management systems and introducing new management models focused on the continuous development of the intellectual, cultural and creative potential of employees are of particular importance in the modern activity of enterprises [1].

Taking into account the above, we believe that the structure of management of professional development of personnel should consist of the following components, presented in fig. 1.

We believe that the organization of the process of professional development of personnel should be carried out in a certain sequence (Fig. 3). Thus, the implementation of scientific principles of personnel development management of enterprises will allow to reveal the hidden capabilities of their employees, expand the boundaries of their knowledge, change relationships in the team and, thereby, increase human capital, which today is the most valuable resource of any organization, which determines the level of its competitiveness and ensures growth of labor productivity indicators. As mentioned earlier, the process of personnel development at the enterprise should be continuous, and the management of the enterprise should consider the costs of personnel training as investments in fixed capital that allow the most efficient and effective use of existing modern technologies.

Having analyzed a number of literary sources [4; 5; 6; 3] we will highlight the main tasks of strategic personnel development (Fig. 4). We believe that the subject of strategic management of the professional development of the enterprise's personnel is the enterprise and the personnel management department. At the stage of strategic analysis (I), the company's management evaluates external factors and the potential of internal resources (personnel, financial) of the organization.

Based on this, goals and tasks in the field of professional development of personnel are determined. At the second stage of the development of strategic solutions, the options of the developed strategies are evaluated, as well as the selection of the most functional strategy for the professional development of the organization's personnel, which lays down the forms and methods of the professional development of the personnel, and clearly outlines the time frame for achieving the set goals and objectives.

In the process of implementing the strategy (the third stage), it is directly implemented [6].

Fig. 4. Main tasks of strategic personnel development

Considerable experience in the implementation of personnel development has been accumulated in such countries as the USA, Great Britain, France and Japan. Yes, the USA can rightfully be called the country of birth of corporate training in the form in which we are used to seeing it in modern Western companies. It was in this country in 1961 that the McDonalds company opened the first corporate university called Hamburger University.

Corporate training in the USA finds its implementation mainly in large companies, as it requires large investments from organizations. However, other practices are also common, when enterprises, not having their own corporate training systems, unite and create intercompany training centers for internal training of employees. This approach is effective because it enables employees of enterprises of the same market segment to exchange experience and solve business cases that are applied in practice, as well as to minimize training and development costs without losing quality.

In contrast to Japanese and German companies in the USA, staff training is not considered part of the competitive strategy of organizations. The amount of annual expenses for corporate training per capita in the USA is half as much as, for example, in German companies, and during the training of working personnel is 17 times less. If in France, companies receive tax benefits from instilling a culture of corporate training in their employees, then in the US the government establishes flexible policies and strategic recommendations to support personnel development, but does not participate in the management of the personnel development strategy. It is important to note that the practice of applying the project approach to corporate education is emerging in the USA.