Family harmony, or the values of family education in Russia

The leading idea of the monograph is the idea of the unity of national priorities in the field of values of family education on the territory of the Russian Federation and the place of the region in its formation. Russian Russian peasant family values formation process in the second half of the XIX — early XX century is presented: in its historical and cultural context in the aspect of correlation with the stages of development of the Russian state; in its historical and pedagogical context in the aspect of correlation with the value priorities of education in the Russian peasant family, which determined the essence and content of the family way. The grounds for the representation of the North-Western region of Russia as significant in the formation of values of family education are revealed. The social conditionality of the process of development of traditional values of upbringing in the Russian peasant family is shown, provided by the coordinated actions of social institutions significant in a certain historical period: the state, pedagogical science, the socio-pedagogical movement, religion, the peasant community. The mechanisms of their translation of the values of upbringing in the Russian peasant family are revealed. It is addressed to a wide range of readers interested in the history of their region. It can be used in the implementation of basic educational programs of primary, basic, secondary general (vocational) education as the basis of educational work within the framework of educational, extracurricular activities of students; studying courses on the theory of education in the system of professional development of teaching staff; development of legislative and regulatory acts regulating issues of marriage and family relations.

Does Deterioration of Aerodromes’ Economic Situation Influence the Level of Safety in Civil Aviation? What Can Be Done to Prevent It in Line with a Sustainable Transport Systems Approach?

Aviation has been one of the key engines of the globalization process and, at the same, time one of the industries most affected by the COVID-19 pandemic and the parallel economic crisis. As safety seems to be the key issue at aerodromes, the aim of this article is to analyze what kind of safety hazards have the coronavirus slowdown created and which of them pose the greatest risk for aerodrome safety in the long run. What is more, the goal of the paper is to direct managers’ attention to proper crisis management in line with sustainability. The main findings are that all classified hazards cause, according to an expert’s assessment, similar safety risk at aerodromes, though limited workforce training and development are perceived as posing the greatest risk. The recommended solution to minimize the occurrence of the hazard is proactive risk management, which means that managers try to anticipate possible hazards in advance and act accordingly, which requires continual controlling combined with internal and external environment analysis and a consistent learning process. That should be accompanied by constant staff development. All these seem to effectively minimize most risks and make ground for a sustainable and safe transport system.

The Effect of Administrative Creativity on Improving Employee Performance (An Exploratory Study of the Opinions of a Sample of Employees of the Asia Cell Communications Company in Kirkuk)

Administrative creativity plays an important role in improving the performance of workers in companies in general, whether public or private. One of Iraq's telecommunications companies was chosen as a case study to investigate the role of company management in improving the job performance of its employees. By polling a sample of corporate personnel and encouraging them to be more creative and innovative. The study came to a number of conclusions, one of which is that administrative creativity has a significant role in increasing the performance of valued personnel and within the parameters of good performance. Increased understanding of the relevance of creativity and its successful role in increasing employee performance is required for the adoption of administrative creativity in all of its aspects at the core of administrative operations. More attention should be paid to the power of rewards, and providing rewards of all kinds to its creative and distinguished employees in order to encourage them to generate new ideas, implement appropriate change that leads to problem solving, and thus face the era's crises and challenges by holding ceremonies in which the creators of them are honored, according to the study. The report also suggested that the importance and role of staff development be emphasized as one of the techniques that branches can use to improve their employees' performance.

A Journey of People Development, Processes and Tools

Objective/Scope Abu Dhabi National Oil Company (ADNOC) places a priority on People Development. The reorganisation in 2016, a changing demographic, and increased emphasis on "Emiratisation" of the workforce has only reinforced that priority. The reorganisation fused together disparate companies, each with its own competency standards. The goal of ensuring that UAE national staff are used and developed throughout the organisation, coupled with our demographics, has added to the requirement for standard set of measures and processes for capability development across the ADNOC Group. This initiative has been implemented in phases, beginning with the creation/unification of core technical, behavioral/leadership and business competencies for all subsurface disciplines across the Group. We are now creating a learning organization to address our remaining challenges. A joint effort is required between our human capital and technical discipline leaders. Methods, Procedures, Process The ADNOC Competency Frameworks were created through a joint effort between subject matter experts (SME) and the People Development Team. The deployment of these frameworks was done in two main steps:Creation and verification. This was a joint effort between our Human Capital organisation and domain experts from the operating companies. This deployment also saw the creation of discipline authorities for the subsurface organisation. These "Heads of Discipline" are domain experts with a focus on skills and staff development. A "self-assessment" + "manager verification" process was used to populate the competency framework database.Data analysis. A statistical subset of the data were independently verified by SME interviews. Anomalies, and disciplines with insufficient coverage were scrubbed from the data. A number of analytical tools were used for data analysis, including "Heat Maps" for visual impact.Results, Observations and ConclusionsThe results revealed strength in the "engine room" of the organization, however, some "gaps" were identified. One gap was identified in the transitional grades between the "junior" and "operational" staff. This was consistent for all disciplines, and it is being addressed through specialized training and on-the job work assignments. Another gap was identified in some specialties, in which ADNOC depends on one or two individuals for key skillsets.As we took immediate action to address some gaps, we recognised that a longer term solution was required. This has taken the form of the ADNOC Learning Institute (ALI). The ALI is a comprehensive solution which includes strategic workforce planning, future capabilities, competency and learning frameworks. These will underpin future efforts in technical succession planning and mobility.Novel AdditionsThe ADNOC Learning Institute was crafted to meet the competing challenges of skills development, demographics and Emiratisation. The ALI demonstrates how a unified vision is required to meet future challenges.

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.

Course in E-learning and Moodle for Academic Staff – Development, Provision, Evaluation, Satisfaction

The COVID-19 pandemic created challenges for education systems. Many university lecturers did not have enough training to teach in an electronic environment, for others there was no such experience at all. This paper discusses the evaluation of a course “E-learning. Moodle." designed to prepare faculty to teach online and users' satisfaction with the training. The influence of demographic and professional factors was analysed. Results indicate that confidence in computer skills and pedagogical qualification are strong predictors of the success of such training. Micro-learning with short video clips is most suitable.

Diagnosis of competencies in the meetings industry in Poland, Hungary and Ireland in post-COVID-19 period

The freezing of economies due to the COVID-19 pandemic caused damage not only on the sales side but also on the labor market due to the outflow of staff from companies specializing in the organization of meetings. The return of the meetings industry sector to the development path will involve skillful change management, including in the area of competencies and skills. To inventory and assess the competencies of employees in the meetings industry, this study was carried out among specialized enterprises in the meetings industry in Poland, Hungary, and Ireland, on samples of two research groups, i.e. the Director General (CEO) and operational employees based on questionnaires and individual in-depth interviews (IDI). The obtained results allowed to establish the hierarchy of self-assessment of own managerial competencies, assessment of the competencies of the CEO by the employees, areas of increasing team competencies, and areas of staff development in the sector shortly, contributing to the recovery from the pandemic crisis. Raising the competencies and qualifications of employees is perceived as one of the most powerful tools for overcoming the pandemic crisis, obtaining 68% positive indications among CEOs in Poland, 77% indications in Hungary, and 84% in Ireland. In all analyzed countries, the meetings industry is indicated as a strategic product of the tourist market. Among the planned long-term actions aimed at overcoming the pandemic crisis, increasing employee competencies is perceived as an opportunity for the companies operating the meetings industry sector (90% in Poland, and 80% in Hungary and Ireland). AcknowledgmentThis study was done in frames of the project “Vocational competences in MICE sector” co-financed in frames of European Union program Erasmus + as part of the program The Dialog for Transformation, Erasmus+, 2020–2021.