Systemic approach to personnel professional development

Received: September 24, 2015
Accepted: September 24, 2015
Vynnychuk R.

Natsional'nyy universytet «L'vivs'ka politekhnika» kafedra menedzhmentu personalu ta administruvannya

In this article the author presents the main conceptual principles of systemic approach to professional development. The article characterizes the selection of subsystems of organization’s personnel development. There is proven feasibility of a systematic approach to personnel development in view of the integrity, structuring and ordering system of organization personnel development. Personnel development is considered as a combination of organizational and economic measures aimed at disclosure of individual and professional potential of employees and increase of their abilities. The main purpose of personnel development is to provide the conditions for the effective use of HR potential and to promote the desire to increase their professional and competence-ideological level. The personnel development system involves the formation of goals, functions, organizational structure of personnel development, vertical and horizontal functional relationships of managers and professionals in the implementation and improvement of the organization's personnel development. The idea of the system approach enables holistic view relationships between all components of the personnel development, and establishes their interaction and cause-effect reaction. This approach allows to structure features elements of personnel development system, including its goals, objectives, types, forms and specific principles that comprehensively reveal the essence of each of the aforementioned elements. The article notes that personnel development is an open system, which involves its interaction not only with the internal environment of the organization, but also with the external. In this context, the main factors which influence the personnel development system are determined. There is proposed a new approach to systematic review of organization's personnel development, which is more comprehensive, multidimensional and more concrete compared to the existing ones. Such expediency is justified by the fact that personnel development is a dynamic category, information intensive, and subordinated to the challenges of today. The author proposes to divide a system of personnel development into three subsystems, each of which contains a set of similar signs on certain items. Informatization of all areas of society causes the necessity to select personnel development information subsystems. Such subsystems provide information necessary for acquiring knowledge and skills by employees. A social and psychological subsystem includes a psychological component, designed to adapt employee to possible changes in different types of activities or duties. Mobile subsystems may be connected with employee career movement horizontally or vertically. Personnel development in the organization as a whole should be clearly thought out and organized by using limited resources; it should be comprehensive, systematic and continuous. The article also considers all directions of personnel development and justifies the necessity of forming an effective system of personnel development in an organization.

1. Petrovych Y. M., Vynnychuk R. O. Kontseptual'ni pidkhody do rozvytku personalu orhanizatsiyi /
Y. M. Petrovych, R. O. Vynnychuk // Ekonomichnyy chasopys-KhKhI, 2014. – # 3-4(2). – S.27–30.
2. Doronina M. S. Upravlinnya ekonomichnymy ta sotsial'nymy protsesamy pidpryyemstva: monohrafiya. –
Kharkiv: Vyd.KhDEU, 2002. – 432 s. 3. Kolpakov V. M. Upravlenye razvytyem personala : Ucheb.
posobye dlya studentov vuzov. / V. M. Kolpakov. – K.: MAUP, 2005. – 712 s. 4. Savchenko V. A.
Upravlinnya rozvytkom personalu: Navchal'nyy posibnyk / V. A. Savchenko. – K.: KNEU, 2002. – 351s.
5. Shchekyn H. V. Sotsyal'naya teoryya y kadrovaya polytyka: monohrafyya. / H. V. Shchekyn. – K.: MAUP,
2000. – 576 s.