Personnel Management Function Research Articles

CURRENT CHALLENGES AND OPPORTUNITIES OF PERSONNEL MANAGEMENT

In modern conditions, human capital is the most significant asset of any organization, because it is employees, both at the individual level and in the team, who contribute to achieving common goals. Effective management of human resources contributes to maintaining the competitive position of the organization in the market, successful activities in the face of fierce competition and provides opportunities for strategic development. In today’s business environment, HR management is becoming extremely important, because it is aimed at optimizing personnel costs and achieving high results of the organization. The article "Modern Challenges and Opportunities of HR Management" examines the main trends and problems faced by HR managers in the conditions of modern business. The author analyzes the influence of digitalization, remote work and changes in corporate culture on the function of personnel management. The issues of maintaining the well-being of employees, introducing innovative technologies and developing talents as key factors of successful HR management are separately covered. The article also focuses on new opportunities for HR managers to create effective strategies for managing human capital in response to modern challenges

HR-MANAGEMENT DURING THE WAR: PERSONNEL SUPPORT

The relevance of the chosen topic is defined in the article. The essence of the concept of HR-management and personnel management is considered. The main differences in the application of HR-management and personnel management are studied. The scientific approaches to consider the elements of the personnel management system are defined. The values of personnel management are considered. The main components of personnel management in war conditions are studied. The functions of personnel management are defined. Challenges that arise in the personnel management system in connection with the beginning of military operations on the territory of Ukraine are considered. The dynamics of changes in the volume of average monthly salaries of employees and the level of unemployment in Ukraine are studied. According to the results of the review of the considered indicators trends changing, it`s possible to confirm that there is a multidirectional change in the average monthly salaries of employees and the unemployment rate in Ukraine. The importance of providing support to personnel who continues to work despite all the difficulties that arise today and may arise in the future is determined. The experience of remote control of the company`s personnel in the war conditions to ensure work efficiency and safety of employees is studied. A set of measures, aimed at supporting personnel in war conditions, are developed. The results of the conducted research are summarized and the prospects for continuing the research on the chosen topic are avaluated.

Вплив адміністративно-територіальної реформи на покращення управління персоналом у публічному управлінні

Administrative-territorial reform is a key factor in modern public administration as it directly impacts the organizational structure and functioning of state agencies at various levels of government. This article examines the impact of the administrative-territorial reform on human resource management in the public administration sector. First of all, the reform may lead to changes in the structure and competencies of state agencies, which requires revision of the processes of hiring, firing, and managing personnel. New administrative units may be created or existing ones may be reorganized, causing the need to identify and consider personnel changes. Further adaptation of personnel to new working conditions and requirements may need training, retraining, and development. In this context, it is important to ensure proper communication and involvement of personnel in the change process. The reform may also impact the systems of motivation and encouragement of personnel in the public administration sector. New requirements for efficiency and performance may be necessary to determine the system of labor remuneration and other incentives. In general, administrative-territorial reform is not only a challenge but can also be an opportunity to improve human resource management in the public administration sector if it is implemented with due attention to the needs and interests of personnel, as well as taking into account modern methods of human resource management. The article aims to study the impact of the administrative-territorial reform on the improvement of personnel management in public administration. The author shows that the main goal of the state personnel policy lies in forecasting and programming of personnel provision and determination of the strategic vision of formation, professional development, and rational use of personnel and all labor resources of Ukraine. The practical implementation of the personnel policy of the state and the organization is carried out through the personnel management function. The article emphasizes the concept of “human resource management” as a targeted activity of the organization’s management, executives, and specialists of the HR management system, which includes the development of the concept and strategy of personnel policy and principles and methods of human resource management of the organization. Keywords: public policy, management, personnel policy, personnel, human resource management system.

ОБУЧЕНИЕ СОТРУДНИКОВ: СОВРЕМЕННыЙ ВЗГЛЯД НА ПРОБЛЕМы ОСВОЕНИЯ НОВых НАВыКОВ И КОМПЕТЕНЦИЙ

Currently, in the digital economy, the problem of revising the qualitative component of the organization’s personnel has become acute. In modern conditions, the nature of work is changing, people and the requirements for personnel and organizations are changing. The rapid development of digital technologies, the rapid obsolescence of some and the introduction of others, increases the demand for employees with highly specialized skills, information skills, management and communication skills. The increased demand for such specialists requires organizations to search for new, more effective ways of personnel management that meet new conditions, including the search for training methods — as one of the most important functions of personnel management in modern organizations. Personnel costs are already considered as an investment in human capital, and the issue of effective planning of budget items for personnel becomes especially important. There is a need to develop effective methods for assessing the effectiveness of short-term and long-term investments in the human capital of an organization in general and in training in particular.

ТРАНСФОРМАЦІЯ ФУНКЦІЙ УПРАВЛІННЯ ПЕРСОНАЛОМ В УМОВАХ ЗМІН

The article is devoted to issues of changing the function of personnel management in the period of changes and transformations. The purpose of the article is to systematize and generalize the processes of transformation of personnel management functions that occur under the influence of economic changes and digitalization; researching the possibilities of competent people management in a period of change and determining the main areas of HR affected by the changes. The topic is extremely relevant, because in a period of rapid changes in the business environment, where the competition for talent is constantly growing and technological innovations are constantly developing, the ability to effectively manage human capital becomes the main condition for success. Empirical research methods have been chosen to study the topic. The evolution of the personnel management function continued continuously. However, now, in the conditions of new realities, the transformation of HR has become especially necessary. This was caused by rapid digitization and development of the digital economy, personnel mobility, constantly changing employee motivations, and the emergence of hybrid work schedules. The transformations affected the following areas of HR: 1) Culture and communication in the company – Readiness for challenges and risks, the ability to quickly adapt, collective cooperation, gender equality, increasing the role of corporate culture; 2) Organizational structure – moving away from clear centralization and hierarchy, replacing control with delegation and cooperation; 3) Training, evaluation and development of employees – increasing the weight of knowledge, career management, individualized development; 4) Search and selection of personnel – automated search for candidates, chatbots, use of recruiting software, video interview as the first stage of the interview, selection of candidates based on values; 5) Staff motivation – paying more attention to the needs of employees and their job satisfaction, creating an effective system of material and non-material incentives; 6) Automation – the transformation of HR processes through social, mobile, analytical and cloud technologies allows to reduce the amount of paper media and documentation, increase the reactivity of personnel management procedures and operations, reduce their labor intensity, make all HR activities more mobile and optimized; 7) Changing the model of labor relations – gig contracts, short-term projects, remote work, hybrid work schedules, outsourcing; 8) New HR technologies – HRM, Big Data, ERP systems. Therefore, the main goal of the transformation of the personnel management function is to optimize and increase the effectiveness of the management process aimed at the human component of the organization, which is achieved through the search and application of more effective personnel management methods and tools.

Трансформация социально-трудовой сферы под воздействием мегатрендов

The article examines the main consequences of megatrends for the Russian social and labor sphere: the labor market, the personnel management system in Russian organizations, in particular, shows how the Russian historical, political and cultural context leads to differences in the impact of megatrends, outlines practical solutions that Russian companies have implemented in the recruitment and selection process, training and development, organization of labor, motivation and consolidation of personnel management activities within the framework of corporate systems. It is shown that in recent years the Russian practice of personnel management has undergone a complex transformation in response to new technologies and markets, as well as to the changing political and social environment in the country. In a diverse business landscape (characterized by significant diversity in terms of the type of industry, form of ownership and access to resources), a special cluster of firms has formed that adhere to the “investing in people” approach. Companies in this cluster use digitalization and IT technologies to perform key personnel management functions, look for talents for effective management of knowledge workers, revise motivation methods and labor organization, and adjust their business models to solve social, demographic, environmental and other problems.

HR qualification life path

The article presents the results of a study of the life path of qualifications in the field of personnel management, both at the level of individual employees, and in a historical perspective from the moment the function of personnel management was allocated, to the present, when it was segmented into specific areas, and is already normatively fixed in various professional standards, regulating professional activities in the field of work with personnel, as well as for the future, through an assessment of trends that can influence the function, as well as the results of foresights conducted with experts. The main research methods were retrospective analysis, analysis of documents (professional standards), analysis of HeadHunter.ru data. The study showed that professional activity in the field of personnel management has undergone significant changes over the past 30 years, transformed from personnel work to work with personnel, with the allocation of 2 basic areas: personnel development and labor economics. At the same time, the normative directions for the development of the profession have not yet been fixed. The system of professional standards in use is insufficient or not fully used by employers. Considering the results of the analysis, recommendations were made for employers on the development of the direction in the organization, the data was used in monitoring the labor market in the “HR management” sector, conducted for the SEC on personnel management in 2022.

PERSONNEL MANAGEMENT RESEARCH METHODOLOGY: THEORETICAL AND SCIENTIFIC ASPECTS

Modern human resource management not only inherits all the functions of previous personnel management, but also strengthens the management of employees with a number of scientific methods, such as job analysis, human resource planning, recruitment and selection, performance appraisal, salary management, personnel training, career development planning. etc. in order to increase labor productivity and achieve the goal of enterprise development. It was determined that the strategic management of human resources is an important factor in achieving the strategic goals of the organization. This is a combination of unity and adaptability in the management of human resources, which must be in accordance with the strategy of the organization and its strategic needs. It is suggested that educational institutions pay special attention to career development and personnel management in the field of human resource management, so that teachers and staff can continuously grow and develop, providing a source of strength for the development of the institution. To motivate employees, management should pay attention to health factors, working conditions and wages, combine material incentives with spiritual potential, stimulate the work of employees, maintain enthusiasm and potential, develop and strengthen abilities, encourage creativity through scientific and rational relationship between staff effort and performance, and the relationship between reward and personal attractiveness. The participation of personnel in the management of the organization can significantly increase the enthusiasm and provide the necessary support for the reform of human resources management, i.e. replacing it with a new concept of talent.

Корпоративная культура университета: роль профсоюза

One of the important functions of personnel management at present is the management of corporate culture. The culturological approach in management allows you to combine all forces (resources) to achieve the goals of the organization, solving its tasks. This approach allows us to take into account the uniqueness of a particular company, to focus on the integration of all personnel in achieving the goals of the organization, the formation of loyalty, competencies, solidarity. Among the functions of the trade union noted in the documents of the organization, the organizational function, the organization of cultural mass, sports events, traditional professional holidays are presented. The role of management in the development of corporate culture is undeniable, at the same time, bipartisanship at the local level, as well as tripartism at other levels of social partnership presupposes the participation of employees (their trade union representatives) in the development of labor and other relations, in the improvement of corporate culture in the organization. The formation of values and norms, certain stereotypes of behavior occurs within the framework of the concept of social partnership in the organization. The role of the trade union as an organization uniting employees, as a participant in social partnership is in demand. This role is noted in the conducted research through the participation of the trade union in supporting traditions in the organization, participating in negotiations, discussing a Collective agreement, supporting staff in difficult situations (providing material, informational and legal assistance to trade union members and all employees of the organization) and other areas. The trade union participates in the management of corporate culture, which includes not only the management of the internal environment of the organization, but also the management of the image of the organization, its business reputation.

ԴՊՐՈՑԻ ԿԱՌԱՎԱՐՄԱՆ ՕՊՏԻՄԱԼ ՄՈԴԵԼԸ ՏԵՂԵԿԱՏՎԱԿԱՆ ԵՎ ՀԱՂՈՐԴԱԿՑԱԿԱՆ ՏԵԽՆՈԼՈԳԻԱՆԵՐԻ ԿԻՐԱՌՄԱՄԲ/THE OPTIMAL SCHOOL MANAGEMENT MODEL USING INFORMATION AND COMMUNICATIONS TECHNOLOGY/ОПТИМАЛЬНАЯ МОДЕЛЬ УПРАВЛЕНИЯ ШКОЛОЙ С ИСПОЛЬЗОВАНИЕМ ИНФОРМАЦИОННО-КОММУНИКАЦИОННЫХ ТЕХНОЛОГИЙ

The model of school management involving introduction and management of ICTs is considered at different levels: organizational and managerial, informational, methodologicl, and scientific research level. At different levels of management, school managers must have a sufficient level of professional, reflexive, managerial, communicative, and technological competencies. It is not possible to achieve high results in the fields of professional activity and management if reflexive and communicative competences of the school principal and staff are not sufficiently formed and developed. At the informational level, the school management model implies creation and constant updating of the relevant software and methodical complexes of various forms of education. From the point of view of implementation and application of ICT, this model includes provision of educational programs, organization of remote seminars, conferences, meetings, development of information support tools for methodical and experimental work. At the organizational and managerial levels, the school management model ensures the implementation of educational activity content and technology, educational process, personnel, and logistics management functions. The functions of this model include usage of information technologies for analysis of the quality of education and the evaluation of the effectiveness of educational work.

Трансформація функціонально-методичних підходів до управління персоналом в умовах інтеграції виробництва і мережевих інформаційних технологій

The article is devoted to the issues of the objective need to transform functional-methodical approaches to personnel management in the context of the integration of production and network information technologies. The functions of personnel management in the conditions of digitalization are defined. It is noted that the implementation of each management function requires the use of specific technologies Methods of personnel management in the conditions of integration of production and network information technologies are revealed. It is argued that the effectiveness of these personnel management methods in the conditions of digitalization depends on the flexibility of employees, the introduction of innovations, accounting for the moral wear and tear of processes, increasing the speed of learning, the development of internal rotation and the flexibility of job instructions. The main modern challenges and new tasks of personnel management are characterized. It is emphasized that all these challenges cause changes in approaches to personnel motivation and tasks of motivation policy. The advantages of the personnel management information support system are noted. New methods introduced into the practical activities of personnel management services, transformed into human resource management departments, are characterized. The KPI system is presented, which guides the activities of employees to achieve the planned results with the possibility of their overachievement. The results grading system is described, which allows positioning in the hierarchy of their value for the enterprise. The QMM system is shown, which provides personnel evaluation system based on quality system criteria. The MBO system that supports personnel management by results or management by goals is demonstrated. It is noted that the concept of a balanced system of BSC indicators is an effective tool that allows managing the personnel training system of a modern enterprise.

Funksie van mannekragbestuur in effektiewe kommunikasie binne die organisasie

For purpose of this paper the term Personnel Management will be used in its widest generic sense so as to include all the behavioral functions within the organisation. The basic function of personnel management (Human Resources Management) is to influence the behaviour of people at work in such a professional manner that it will realise performance objectives at an optimal level. Traditionally personnel practitioners concentrated primarily on the mechanistic inputs to realise these objectives. With the dramatic change of the South African Industrial complexion with its different races integrating the work place, it has now become imperative to focus more on the behavioral dimension of personnel management in order to influence the behaviour of people at work in a positive way. In this dominant role in the total spectrum of management activities in modern South African organisations, the personnel practitioner plays a vital communications role. This communication contribution is dominant not only in verbal categories but equally in the non-verbal categories of communications. The overall manpower mosaic, noted for a distorted manpower supply and demand situation, requires a sensitivity to manpower which is unprecedented in the history of South African Industry.

Особенности управления персоналом в командах

The article substantiates the relevance of personnel management issues in a team, shows the features of the implementation of the personnel management function in a team, and proves that traditional methods of personnel management methods are not very effective in working with team personnel. The goals, objectives and factors of personnel management in the team are determined. A typology of teams is presented that affects the implementation of personnel management functions in a team. The characteristics of the implementation of the main functions of personnel management in a team are given: the definition of a personnel management strategy in a team; planning to provide the team with the necessary personnel; attraction, selection and evaluation of personnel in the team; development of team personnel, including adaptation, advanced training and professional retraining of team personnel; motivation and stimulation of the work activity of team members as integral elements of teamwork at the present stage.

Эмоциональное выгорание HR-специалистов

Conducted studies and reports by The Hartford, State of People Strategy, Paychex Pulse of HR revealed an acute problem of burnout in the field of HR. The transformation of personnel management functions, maintaining a balance of interests between the organization and employees, management and services are regular sources of stress for HRD. Significant changes in the work environment, in labor legislation, compensation, benefits and forced mass layoffs are reflected in the emotional background of HR professionals. The purpose of the study is to analyze the main stress factors of a modern HR professional and formulate recommendations for preventing stress, professional and emotional burnout syndrome.
 The article focuses on the classification of burnout as a professional phenomenon as defined by the World Health Organization. The analyzed reports showed that almost 60% of HR professionals consider emotional exhaustion to be their main problem. The French government is noted for passing a law requiring employers not to contact employees after hours and not punishing employees for not answering calls or emails after leaving work. The British government has passed a law called "Prosperity at Work", which aims to eliminate cases of mental health problems and other manifestations of stress and burnout in organizations.

Personal’s Management Systems in Georgia’s Public Structures

The real revolution in staff work was due to the systemic approach to management after the World War II. The Establishment of system management has led to the development of human resources management principally with the new management of staff management. This technology has been incorporated into the strategic management system and the personnel management function has become the competent authority of corporations. The character of the personnel policy has changed: it has become more active and purposeful. Although the differences in the internal domestic traditions of the personnel are quite large, it is possible to allocate a number of common characteristics of staff management that were developed and disseminated in the developed nations in the XX century. On the background of radical changes in corporation management within 15-20 years, it is surprising that the personnel management, which is quite normal and marginalized, has not completely disappeared, but on the contrary, real prosperity. The main reason is the third "architectural" model of dominating management in practice in the 80s. Instead of a rather fragmented structure of staff management used during the dominance of the first and second model of personnel management, the management system is established, primarily focused on human capital development. The mission of this system - among the other prior strategic goals of the corporation, is to realize the main goals of its personnel policy. Keywords: personnel management, sales management, human resources, management models, strategically plans, inner communication, management effectiveness.

АТЕСТАЦІЯ ПЕРСОНАЛУ ЯК ОСНОВНИЙ МЕТОД ОЦІНЮВАННЯ ЙОГО РОЗВИТКУ

Theoretical aspects of personnel certification are considered. The place of personnel certification among other functions of personnel management as the main method of assessment of its development is determined. It is stated that one of the main requirements of the certification program is the objectivity of employee evaluations, which is often opposed to subjectivity, which is often considered evil and leads to irreparable mistakes. The stages of attestation are indicated, namely: develop-ment of principles and methods of verification; registration of control documents and preparation of attestation materials; filling in the inspection form together with the staff; analysis of results; meeting of the attestation commission; analysis of personnel data; development of recommendations for working with staff. It is analyzed that certification allows managers to make appropriate personnel and organizational decisions, including further improvement of existing forms of employee motivation, career and career planning and career planning, improvement of existing systems of personnel selection and placement, forms and methods of employee training, etc. It is noted that one of the main requirements of the certification program is the objectivity of employee evaluations, which is often opposed to subjectivity, which is often considered evil and leads to irreparable mistakes. It is investigated that the certification is aimed at finding reserves to increase productivity, employees' interest in their work and organizational results, optimal use of economic incentives and social security, creating conditions for dynamic and comprehensive personal development. The function and content of the concept of attestation are studied, the importance of the process, the main methods, technologies, characteristics and main stages of implementation in enterprises are revealed. The importance of the process of attestation of employees at enterprises is proved. The necessity of introduction of modern automation systems at attestation of workers at the enterprises is analyzed. Types of certification are considered, which makes it possible to assess the wage rates of employees; staff training; identification of personnel problems and creation of a personnel reserve. The relevance of the introduction of modern automation systems during the certification of employees at enterprises is considered. Suggestions for the effectiveness of staff evaluation, methods and processes of staff development are provided.

РАЗРАБОТКА СИСТЕМЫ УПРАВЛЕНИЯ ФОРМИРОВАНИЕМ И РАЗВИТИЕМ SOFT SKILLS ПЕРСОНАЛА В УСЛОВИЯХ ЦИФРОВОЙ ЭКОНОМИКИ

The article identifies the main trends and changes taking place in the labor market under the influence of digitalization of the economy, putting forward new requirements for the importance of personnel competencies related to the ability to use digital technologies, the ability to adapt and build effective communications, decision-making in a rapidly changing and uncertain environment. The object of the study is the management system for the formation and development of soft skills of enterprise personnel in the digital economy. The subject of the research is the structure of enterprise personnel soft skills, formed taking into account the requirements of the digital economy. The purpose of the research is to substantiate the management system development for the formation of soft skills of enterprise personnel in accordance with the requirements and conditions of the digital economy, integrated into the human resource management system of the enterprise. The research objectives: to identify the main trends and requirements to the modern employee in the labor market, due to the digitalization of the economy; to review the views of scientists on the definition of soft skills; to identify the importance of these skills for the development of the national economy under conditions of digitalization; to identify the prerequisites for creating a management system for the formation and development of soft skills personnel at the level of human resources management system and to characterize its elements. The main research methods used in the work include the analysis and comprehension of the open source base on the research problem; analysis of digital transformations and the main trends in the labor market; theoretical review of scientists' views on the definition of "soft skills", analysis of its components, modeling, system approach and principles of general management theory to the formation and development of "soft skills" when implementing personnel management functions using end-to-end technologies. The key role of soft skills in the structure of employee competencies in the conditions of rapid information and technological changes and the shortening of the life cycle of professions is outlined. The review of various points of view of scientists on the definition of soft skills is carried out, on the basis of which their systematization and distribution by functions of management and personnel management for the selection of appropriate end-to-end technologies for their formation and development is carried out. The necessity is substantiated and a management system for the formation and development of soft skills of the company's personnel integrated into the personnel management system is developed. The variants of implementing the functions of managing the formation and development of soft skills of personnel using end-to-end technologies are proposed.

THE PROJECT APPROACH OF PERSONNEL MANAGEMENT OF THE ORGANIZATION

Objective. The objective of the present article is a theoretical study of the application of the project approach to personnel management of the organization. Methods. To achieve the objective, methods of theoretical generalization, analysis and synthesis, logical generalization, analogies, comparative comparison, formal and substantive modeling were used. Results. As a result of the study, it was determined that the project approach is an approach to management that operates with a significant amount of tools, technologies and knowledge, with the use of which project management and project management are carried out and the best results of project planning and implementation are achieved. The transition from traditional management to project management requires certain conditions: clearly defined project goals and results, defined deadlines and resources, high professionalism of the project manager (project manager), etc. The transition to project management within existing management systems is possible, despite the characteristic temporality. The project approach involves the presentation of tasks defined to achieve the strategic goals of the organization (SMART goals) as certain projects. In this case, the key function of personnel management is transferred to the project manager. It has been proven that the project manager is a central figure in project management, whose role is to form connections and direct all project participants to the effective completion of the project. The application of a project approach to personnel management and the formation of project teams will strengthen the alignment of the goals of employees and the company. As a result of the conducted research, it was determined that the manager in project management is a certain key to the success of the organization, and therefore the question of the competence of the project manager causes many discussions. The results allow us to state that the importance of the need for soft skills is more noticeable than the need for hard skills, precisely because of the importance of the presence of interpersonal competencies of the project manager.

ОСОБЕННОСТИ УПРАВЛЕНИЯ ПЕРСОНАЛОМ В БИРЮЗОВЫХ ОРГАНИЗАЦИЯХ

The article discusses the features and causes of the evolution of organizational structures, as well as the principles of employee management at different stages of the development of organizations. The main attention is paid to the characteristics of the implementation of the main functions of personnel management in teal organizations. Based on the research conducted in the traditional and teal offices of Sberbank, the specifics of recruiting, adaptation, motivation, assessment, training and development of personnel, features of corporate culture in teal organizations are shown. As a result of the survey of managers and HR managers of enterprises and organizations of the Southern Federal District, the reasons for the slow spread of the principles of teal personnel management were identified.

FORMATION OF AN EFFECTIVE SYSTEM MOTIVATION PERSONNEL ON THE BASIS OF COMPETENCE MODELS

The role of the competence approach in personnel management as the only methodological basis for the implementation of personnel processes, which will increase efficiency, create competitive advantages and increase the level of competitiveness of the enterprise as a whole. The competency approach provides ample opportunities to describe the type of behavior and those aspects that are necessary to achieve a high level of efficiency of the work process, which allows you to develop a system that combines the requirements of business and personnel management. Personnel selection, evaluation, development and motivation are interrelated processes. In the competence approach, this relationship has found a technological embodiment. It is determined that motivation is a function of personnel management, which forms the efficiency of personnel use. The main advantage of competency-oriented motivation is its developmental component. An approach to staff motivation based on the model of competencies has been formed, which is to develop and improve the permanent part of remuneration based on grading, and the variable part of the personnel motivation system based on KPI. Grading is an assessment of the work performed in each position on the basis of key groups of factors that are considered the most important for the operation and development of the business. Grading positions is based on the evaluation and ranking of positions according to the criteria, which are professional competencies that determine the requirements for the employee for a particular position. The competency approach can be used in the calculation of allowances and the distribution of bonuses using so-called key performance indicators (KPI), which can also be used as professional competencies for specific positions. In addition, within the competence approach it is possible to rationally use not only tangible but also intangible methods of staff motivation. The use of competency models in the system of staff motivation with proper information and appropriate regulatory support allows the company to implement the principles of objectivity and understanding of the goals of the organization to all employees.