МЕНТОРСТВО ЯК ІНСТРУМЕНТ РОЗВИТКУ ПРОФЕСІЙНИХ МОЖЛИВОСТЕЙ ПРАЦІВНИКІВ ПІДПРИЄМСТВА

Abstract

The aim of the article is to unveil the potential of mentorship and the specifics of models for developing the professional capabilities of enterprise employees. Mentorship is a method of leveraging the potential of experienced employees who have accumulated a wealth of knowledge and experience, embodying values and attitudes crucial for the enterprise. It has been established that mentorship inherently includes the following primary functions: providing psychosocial support and offering career or professional support, which encompasses tasks related to developing the enterprise's potential. It is proven that mentorship is effective when mentors and mentees trust each other, share their achievements and failures, and interact sincerely. Stability in work, the mentee's self-confidence, and understanding of future steps are criteria for the success of a mentorship program. The article outlines the features of identifying the effectiveness of mentorship with the onset of the war in Ukraine. A significant portion of current mentorship focuses on stabilizing the enterprise's operations and providing psychological support to employees. Effectiveness is determined by the mentee's ability to move forward. The risks associated with implementing mentorship include the possibility of deteriorating interpersonal relationships due to feelings of unfairness among mentees; creating a sense of threat in the mentor, who fears that the mentor-mentee relationship undermines their authority; and the potential for perpetuating unacceptable elements of the enterprise's organizational culture. Possible obstacles to implementing mentorship in an enterprise may include a mentor's unwillingness to share knowledge; generational misunderstandings; low awareness of the mentorship concept; and an inability to transfer knowledge effectively. It is substantiated that the main models of behavior for mentees and mentors that yield results include individual mentorship (one-on-one), group mentorship, reciprocal mentorship, online mentorship, reverse mentorship, and competency-based mentorship. The article presents the advantages, disadvantages, and potential uses of each model. Each of these models can be adapted to the specific needs of the enterprise or individual mentees. The choice of mentorship model depends on the goals, resources, and context of the interaction.