The leader strategy in improving performance of navy human resources

Nowadays the Indonesian Navy is considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has also received recognition from various countries in the world. However, there are still many problems regarding improving the performance of human resources in the Navy organization. This study aims to determine the strategy of the Navy Leaders in improving the quality of competent human resources in their fields. Furthermore, the research objectives can be detailed again and are more operational in nature, namely a). Formulating a strategy for the leader of the Navy to solve the problem of inequality in the number of personnel with existing positions, especially in the lieutenant colonel and colonel strata until 2024 and b). Determining the strategy of the leader of the Navy in solving problems has not created a synergy between the functions of education, use, and maintenance so that it hinders the development of personnel. The method used in this study is a qualitative approach based on direct observation analysis, expert interviews, and literature study. The qualitative approach assumes that human resources are active resources, therefore the qualitative approach aims to understand the object and make explorations. The strategy results obtained are the implementation of competency-based personnel development policies, empowerment of the Navy Personnel Assessment center, carrying out "Superior Job Performer" activities, conducting Competency Based Interview (CBI) training and developing "Integrated Personnel Information System", and implementing the second policy careers for personnel who are not elected to certain positions. Furthermore, synergize between the functions of education, use, and maintenance of personnel for continuous personnel development.

The leader strategy in improving performance of navy human resources

Nowadays the Indonesian Navy is considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has also received recognition from various countries in the world. However, there are still many problems regarding improving the performance of human resources in the Navy organization. This study aims to determine the strategy of the Navy Leaders in improving the quality of competent human resources in their fields. Furthermore, the research objectives can be detailed again and are more operational in nature, namely a). Formulating a strategy for the leader of the Navy to solve the problem of inequality in the number of personnel with existing positions, especially in the lieutenant colonel and colonel strata until 2024 and b). Determining the strategy of the leader of the Navy in solving problems has not created a synergy between the functions of education, use, and maintenance so that it hinders the development of personnel. The method used in this study is a qualitative approach based on direct observation analysis, expert interviews, and literature study. The qualitative approach assumes that human resources are active resources, therefore the qualitative approach aims to understand the object and make explorations. The strategy results obtained are the implementation of competency-based personnel development policies, empowerment of the Navy Personnel Assessment center, carrying out "Superior Job Performer" activities, conducting Competency Based Interview (CBI) training and developing "Integrated Personnel Information System", and implementing the second policy careers for personnel who are not elected to certain positions. Furthermore, synergize between the functions of education, use, and maintenance of personnel for continuous personnel development.

DIGITAL OILFIELD PERSONNEL DEVELOPMENT MANAGEMENT

The article is aimed at studying the problems associated with the digital oilfield personnel development. The purpose of the article is to study the digital oilfield personnel development management. During the research we used the methods of theoretical generalization - to form definitions of concepts and general approaches and principles; of analysis and synthesis; of system and complex analysis, modeling - for management model formation of digital oilfield personnel development. To achieve this goal, the directions of oil and gas field digitalization are considered; the production process problems faced by managerial and engineering personnel are surveyed. It is shown that for the effective functioning of digital oilfield the highly qualified personnel with the appropriate level of knowledge and experience is needed. The components that should be managed by the organization for staff development and its effective use are identified. The scientific novelty of the study is to solve problems that have theoretical and practical significance in the field of digital oilfield personnel development management. To achieve this goal, the following tasks were solved: - the components of digital oilfield are determined; - the problems that arise during the oil and gas field management are identified; - the concept of personnel development management is defined in order to justify further actions related to the choice of appropriate areas, methods, technologies and forms of training; - the model of digital oilfield personnel development management is formed and its components are analyzed; - the characteristic features of staff development in the mechanistic model of enterprise management are highlighted; - the motivators of professional development of employees are determined, in particular, for advanced training of oil and gas enterprises’ employees resulting in the international IWCF certificate acquisition; - the competence and meta-competence approach of personnel development is analyzed, which should be used to improve the enterprise’s activity.

How to show empathy as a coach: The effects of coaches’ imagine-self versus imagine-other empathy on the client’s self-change and coaching outcome

Cognitive empathy, expressed as either imagine-self (imagining oneself in the other’s situation) or imagine-other (imagining the other person in his/her situation) empathy, is essential for self-change and satisfaction in coaching. In two studies, we investigated the difference between coaches’ imagine-self versus imagine-other empathy. In a survey study (N1 = 242), we found that the more important coaches perceived the client’s self-change, the more valuable they not only rated empathy in general but also imagine-other (but not imagine-self) empathy in particular. In an experimental study (N2 = 57), we manipulated the coaches’ imagine-self versus imagine-other empathy and examined the effect on the clients’ self-change and coaching satisfaction. The results revealed a positive effect of imagine-other (but not imagine-self) empathy on these coaching outcome factors. Thus, one main practical implication is the relevance of showing imagine-other instead of imagine-self empathy as a coach. However, future research should investigate other personnel development approaches like mentoring or training with regard to imagine-self versus imagine-other empathy.

Application of Training Technology in the Development of Key Competencies of Management Personnel

The article is devoted to the application of training technologies in the development of key competencies of management personnel. Based on the generalization of domestic and foreign studies, the essence, structure and modern models of key competencies of managerial personnel are presented. The article offers an approach to the development and implementation of the author's training program aimed at the development of these competencies. The authors paid special attention to determining the level of results achieved by the training participants, as well as evaluating its effectiveness. A program for evaluating the effectiveness of the use of training technologies in the system of developing key competencies of management personnel is also proposed. The practical significance of this program lies in the fact that its use makes it possible to increase the accuracy and reliability of evaluating the effectiveness of training activities and thereby create conditions for improving the effectiveness of personnel development management.

PERSONNEL DEVELOPMENT OF INNOVATIVE-ACTIVE ENTERPRISE AS AN OBJECT OF MANAGEMENT IN INCREASING COMPETITIVENESS

Personnel development is a complex economic concept, which is proposed to be understood as the management activities of the enterprise, which involves the formation and increase of quality professional, social, personal characteristics of staff to ensure the current and strategic goals of the enterprise. In addition, staff development is a process consisting of a series of successive stages. In the structure of personnel development of the enterprise it is expedient to separate professional, social, personal directions which have various tasks, and at the same time are elements of a uniform complex of actions having common methods of realization of tasks. The basis of development is professional development, which is proposed to understand the process of formation and increase of professional potential of employees of the enterprise, due to the acquisition of qualitatively new characteristics for the maximum realization of human abilities in professional activities. The peculiarities of forming an effective management system of development and use of the enterprise’s personnel are investigated. Some measures to improve the effectiveness of the management process of development and use of personnel are proposed. The scientific approaches concerning formation of the mechanism of management of development and use of personnel are considered. The task of personnel development management of an innovatively active enterprise is to ensure compliance of quantitative and qualitative characteristics of personnel with the existing needs of the enterprise at the moment; development of innovative potential of the enterprise personnel. The innovative potential of an innovatively active enterprise should be understood as objective opportunities to maximize the intellectual potential of employees to achieve goals, as well as a set of tools, sources, opportunities and abilities, the use of which is aimed at solving any problems in innovation. The support system contributes to the realization of the goal of personnel development management of an innovatively active enterprise, by providing the necessary resources and creating the appropriate prerequisites.

Perceived systems intelligence and performance in organizations

Purpose This study aims to introduce the perceived systems intelligence (SI) inventory, developed based on the earlier published self-report SI inventory (Törmänen et al., 2016). It can be used together with earlier managerial level tools for building a learning organization and included in general 360-style evaluations in personnel development. Design/methodology/approach The inventory is validated with confirmatory factor analysis with a model based on the self-report SI inventory, using data from full-time used employees and managers in the USA and UK. Perceived SI factor scores are correlated with the perceived study performance of the individual. Findings The perceived SI inventory is found to have good factorial validity, and it correlates strongly with evaluations of perceived study performance. Managers perceived high in performance are also found to score high in perceived SI. Perceived SI does not depend on gender, age, organization size or industry. Originality/value The perceived SI inventory is the first personnel level peer evaluation tool suggested for developing learning organizations. The new inventory makes peer evaluations possible and provides a new grassroots level tool for personnel development programs in learning organizations.

REGIONAL AND MUNICIPAL ASPECTS OF MANAGEMENT PERSONNEL DEVELOPMENT IN THE CONTEXT OF SOLVING THE PROBLEM OF SATURATING THE POLITICAL DISCOURSE WITH THE CONTENT OF CULTURAL EDUCATION

Актуальность исследования связывается автором с изменившимися социально-экономическими, а также политическими условиями жизнедеятельности Российского государства и общества. В обозначенных реалиях формируется запрос на качественно нового управленца, о чем свидетельствуют тенденции в развитии законодательства, а также заявления первых лиц государства. В рамках данной статьи автор осуществляет попытку осмысления возможных направлений повышения эффективности региональных и муниципальных практик развития кадрового потенциала. Для достижения обозначенной цели автор обращается к следующим задачам: изучить нормативно-правовой фундамент кадровой политики региональной и муниципальной власти; обозначить негативные факторы, препятствующие развитию кадрового потенциала; осуществить анализ научных платформ ведущих исследователей кадрового потенциала региональной и муниципальной власти; выявить и проанализировать перспективные программы и направления по развитию кадрового потенциала в различных регионах Российской Федерации. Автор обращается к аналитическим материалам, а также результатам мониторинга по вопросам эффективности кадровой политики на региональном и муниципальном уровнях власти. Методологической основой исследования послужили приемы контент-анализа трудов ведущих исследователей, политико-правового анализа норм российского законодательства, различных муниципальных и региональных программ и проектов, а также дискурс-анализа публикаций в СМИ и на информационных ресурсах. Результатом исследования стало выявление лакун в содержательно-смысловом наполнении программ, проектов и всей кадровой политики на региональном и муниципальном уровне. Автор обращает внимание на дефицит ценностно-смысловых, морально-нравственных, этических и культурных ориентиров в качестве приоритетных направлений развития управленческих кадров. Автор делает вывод о целесообразности актуализации просветительской парадигмы в контексте развития кадрового потенциала управленцев регионального и муниципального уровня с помощью институтов образования и воспитания.