| Abstract [eng] |
The emphasis in this work is on human resources which are fundamental for private and public sector organizations. Relevance of the topic leads the modern business managers approach to employees' competencies role in building company's competitive advantages. Not all managers are aware of employees' competencies influence on the company's economic performance. And those leaders who understand that are afraid that the professional development of staff increases the probability that they will become attractive to other employers, but the development of workers' is the duty of employers. In order to stay profitable and competitive organization in the market the employers must be invested in their employees and identify their development alternatives. The problem - what may be the alternatives of engineers development in the talent pool The object of research - the alternatives of engineers development in the talent pool The purpose of work - to prepare the model of the alternatives of engineers development in the talent pool. Objectives: 1. Analyze the paradigm of employee development. 2. Define the alternatives of engineers development in the talent pool. 3. Prepare the model of the alternatives of engineers development in the talent pool 4. Investigate the development prospects of engineers in talent pool. In the first part of work is provided the analysis of the problem, the second part submits an overview of the talent pool theoretical aspects, delves into engineering competencies, career development options and choosing the preconditions in the talent pool. The data of survey analysis helped to clarify the competences similarities and differences that are needed at work and employees assessed individually. Based on these data have been created the basic engineer and engineer - manager profiles. The study received the key competencies for engineer - manager profile. It can help those workers who are seeking manager positions. An analysis result of existing employees competencies and the identification of their career expectations turned out that not a few people seek higher managerial position. It is necessary to comply the requirements of managers for these ambitions. It also turned out that the most important motivational indicators for workers are: \"An interesting job content\", \"Challenges\", \"Bounty\", \"Good relations with colleagues\". The differences which were revealed indicate that for engineers are very important professional development - internships, various training and self-realization aspect. At the same time engineers - managers give priority for status motivators such as higher salary, bonus, careers, and greater responsibility. The paper is finished on conclusions. |
