BEFORE CHOOSING A METHOD FOR ACQUIRING COMPETENCES AS THE MAIN COMPONENT DEVELOPMENT OF THE STAFF

Abstract

The main components of improving staff competencies in the face of change have been substantiated in the article. The competence approach in personnel development is considered and it is determined that the end result of the educational process, which is aimed at the formation of the willingness of an expert to effectively use potential opportunities (knowledge, skills, values, psychological characteristics) and external resources (information, human, material) as a basis for achieving this goal. It has been found that taking into account the combination of hard skills and soft skills allows you to use the acquired knowledge to perform specific tasks in the workplace in a particular professional activity. On the basis of the analysis of world practice, a list of methods is presented: discussions, brainstorming, Oxford debate, Case - Study, business and role - playing games, workshops, communication and management trainings, which are used for the formation of employees' skills. These methods allow to expand the educational possibilities of established forms of conducting classes (lectures, seminars). The relationship between acquiring new and improving existing staff development competencies based on training and coaching is shown. Coaching is considered as a rather effective method of interaction between the coach and the coaches, on the trainer and the student. The combination of the SMART method of competency acquisition greatly enhances short-term learning opportunities through the use of the lifelong learning concept. Different definitions of the essence of “competence” are analysed, which allows to emphasize that in choosing different forms of training, in particular, trainings, different types of exercises, it is necessary to use / apply modern methods and techniques. It has been stated that the competency model, called «START» in combination with the use of the software «TALENTS ET COMPETENCES» allows to create the maps of the necessary key competences for performing actual types of work and to organize appropriate vocational training for the development of employees' competences. It is proven that the inappropriate use of knowledge, skills, experience and skills by staff often results in reduced profits and inefficient use of their potential.