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Система подготовки рабочих кадров как катализатор роста производительности труда
It was revealed that there is an imbalance between the growth of work performance and the efficiency of the human capital training system. The definition of “work performance competency” is explained as a dynamic combination of knowledge, skills, experience, and practical ability to achieve the goal of increasing work performance. Work performance competencies were included in the cluster of corporate, social, personal, and professional competencies. The author considered these competencies as a final result of training. Furthermore, work performance competencies show that an employee is ready for the future growth of his/her performance efficiency. This also allows tracking the changes of the readiness of each individual. The hierarchy of the goals growth of work performance was determined as a subsequent transition of individual goals of the work performance. The individual goals are known as changes in competencies, growth of the income, professionalism and career. In the author’s opinion, it is worthwhile to define these factors on the basis of the classic formulation of human capital growth reserves. Human capital reserves refer to the combination of production resources utilization and human capital employment. To define growth of work performance goals with a hierarchical approach, it is needed to decompose it into three major functions of the human capital training: 1) individual goals of work performance are achieved with increment of work performance competencies; 2) work performance goals within a team and a production unit are achieved with major functions of the human capital training system (such as a required category of tasks, disengagement of production capacity, and reduction of factory cost due to human capital expenses); 3) on the micro level of an organization, common work performance goals, such as strategic possibilities of the production diversification, intense growth through the product development, and reduction in time of product releases on the market. These work performance goals are achieved through the two major functions of the training system: reduction in deficiency in professions, and production capacity and human capital disengagement. The model of the human capital training system has been developed in order to maximize the reserves of production efficiency growth through the utilization of a competence and hierarchy approach. The model structures and matches subsystems of corporate, social, personal, and professional competencies of an employee on the individual level and subsystems of the growth of human capital capacity, training management, resource capacity, and training infrastructure on the enterprise level.