Complex development of competence-based potential as the innovational task of industrial companies management

Abstract

The purpose of the work is to determine and overcome the contradictions in provision of the complex development of a company’s competences. The methodological basis of the research includes dialectics and the systemic approach to changes of the component structure of a company’s competence-based potential. The differences between the managerial categories – competence and competency – are analyzed. It is shown that they are interconnected as a whole and in parts. Competency consists of separate competences and has relative evaluation (level of competency) which is assesses quantitatively. Competences are specifics, for the elements of competency have their own qualitative characteristics in a certain sphere. The authors offer to treat the totality of competences of personnel the competence-based potential of the company, as the skills of employees constitutes the core of the key competences of the company. Development of competence-based potential is predetermined by development of competences of personnel – primarily, managerial personnel. Thus, it is necessary to develop the system of personal management of managerial personnel, including formation of its modern structure, aimed at development and effective usage of six basic resources of a person, six main potential of the manager and employees of the organization, which include: potential of time management; potential of education level; potential of paying capacity; potential of activity and working efficiency; charismatic potential (influences on people) (public authorities); potential of psychological sustainability. Development of personal potential is ensured by the existing system of coaching.