Improving professional competence of the staff as a strategic factor for sustainable development of companies

Abstract

The purpose of the present work is carrying out analysis of possibilities to improve the professional competence of personnel by implementing the most effective model of staff development. The urgency of the work is stipulated by the undeniable fact that one of the most important issues in the personnel management system is the development of professional competencies. This is confirmed by the experience of leading companies in advanced countries, whose success is achieved primarily due to the creation of highly effective personnel management mechanisms, which are based on an integrated approach to the use and development of labor potential. Research methodology is based on the case-studies method oriented to the study of several models of personnel development of the companies involved in the study to compare their efficiency. This article describes the main theoretical and methodological aspects of people strategy development (staff development strategies) considering peculiarities and specificity of the socioeconomic development of Russia. The article summarizes the key problems of people strategy development, which contribute to raising the level of professional competence of staff in the Russian business entities. The following conclusions were drawn based on research matter of the present article: based on the analysis and empirical comparison of Russian and foreign approaches (case studies of Lundbeck, Nordea Bank, Media Market, and LANIT companies) to the staff development, basic strategic models that can be used to enhance the level of professional competence of employees of the Russian business entities have been structured; it has been revealed that the most advanced systems of staff development aimed at enhancing the professional competence of the staff do not always have complex structure, at that more advanced staff development systems are adaptive and proactive (i.e. are focused on the development of competencies that will be needed not only in the present but in the future); main recommendations for improving approaches to staff development of Russian business entities have been proposed considering the best foreign practices (best practices of leading European companies), as well as considering features of socioeconomic development of Russia in the current transition period. The practical significance of the obtained results consists in the possibility of their use for the development of contemporary practice-oriented solutions related to the improvement of the personnel potential of Russian companies.

Managerial Competencies Required to Achieve Sustainable Development Projects: A Proposed Model for Managers

“…In other words, such competencies can enhance the overall performance of managers in accomplishing sustainable projects. For example, managers with appropriate managerial competencies (such as communication, leadership, development orientation, achievement orientation, motivation, teamwork, innovation, and decision-making) have higher potential to deliver sustainable development projects (Bruwer et al, 2018;Chung et al, 2016;Dudin et al, 2017;Dumitrescu, et al, 2014;Dzhengiz & Niesten, 2019;Fulop, 2012;Mukhopadhyay et al, 2011;Remington-Doucette & Musgrove, 2015;Sil & Banerjea, 2011;Wiek et al, 2011). Here, it is critical to highlight that sustainable development projects cover economic viability, social inclusion, and environmental protection (Chung et al, 2016;Dzhengiz & Niesten, 2019;Fulop, 2012;Wiek et al, 2011).…”

“…Studies have supported the existence of a relationship between managers who acquire ''developmental orientation'' competency and the successful completion of sustainable development projects (Dudin et al, 2017;Dzhengiz & Niesten, 2019;Fulop, 2012;Lambrechts et al, 2013;Mukhopadhyay et al, 2011;Wiek et al, 2011). But authors had different viewpoints about being a development-oriented manager in the field of sustainable development (Dudin et al, 2017;Dzhengiz & Niesten, 2019;Mukhopadhyay et al, 2011;Wiek et al, 2011).…”

“…Managerial competencies can be used to attain the desired sustainable development outputs (Chung et al, 2016;Dudin et al, 2017;Dumitrescu, et al, 2014;Dzhengiz & Niesten, 2019;Mukhopadhyay et al, 2011;Remington-Doucette & Musgrove, 2015). This indicates that having a manager with robust managerial competencies is essential to complete sustainable development projects.…”

“…The reason is that such competencies allow managers to understand the complexity of different systems, explore future options, craft sustainability visions, and develop credible strategies (Wiek et al, 2011). Besides, effective managerial competencies that are directed towards achieving sustainable projects allow managers to recognize the value of knowledge (Dzhengiz & Niesten, 2019); realize business objective (Bruwer et al, 2018); encourage staff development (Dudin et al, 2017); keep learning from current and previous projects (Dzhengiz & Niesten, 2019); support socio-economic development (Dudin et al, 2017); secure sustainable development practices (Bruwer et al, 2018), solve real-world Environmental Management and Sustainable Development ISSN 2164-7682 2020 problems (Remington-Doucette and Musgrove, 2015); develop innovative practices (Chung et al, 2016); and become committed to reaching better quality of social, environmental, and economic outcomes (Dzhengiz & Niesten, 2019). Wiek, Withycombe, and Redman (2011) have added that managers with desired managerial competencies have a higher probability to make decisions about what should or should not be done, and under what circumstances, in sustainable development projects.…”

Entrepreneurship in Educational Organisations: Innovations and Technologies

“…According to the authors, the relevance of the development of intrapreneurship in the education system is due to the need to reform the education industry in accordance with the requirements of modernity that is possible only in terms of its successful integration into the market environment, which is based on entrepreneurship in the field of educational services. In this regard, the implementation of intrapreneurship in the activities of educational institutions is one of the alternative factors to improve their performance, as well as strengthen development and improve competitiveness [1]- [5]. Therefore, an important task, as it seems to the authors, is to overcome the outdated nonmarket stereotype that entrepreneurship in education is a negative phenomenon, which is associated, for example, purely with speculative activity, obtaining supernormal profits, etc.…”