Personnel training technologies as a toolkit in the management system of an innovative enterprise

. The article is devoted to determining the features of the formation and implementation of areas of training and development of leadership in the management system of an innovative enterprise. To achieve the set goal and solve individual problems, general scientific and private methods based on an abstract-logical approach were used: system analysis; content analysis; grouping and systematization; induction; deduction; graphical and tabular presentation. Innovative tasks of personnel training and leadership qualities development are considered. The components of the personnel training system of the enterprise are determined. As a tool for unlocking internal potential in the system of innovative enterprise management, technologies for personnel training and leadership development are highlighted.


Introduction
In the context of dynamic changes and non-linear economic and social development, the disclosure and use of internal potential through investment in the formation of human capital is of particular importance for the innovative development of an enterprise.Separately, ensuring effective project activities requires employees to have skills such as creative and critical thinking, as well as leadership and teamwork.Considering this, in the system of innovative enterprise management, transformation plays the role of a personnel manager in the direction of leadership development, which, in turn, indicates the need for changes in the organization of personnel training technologies.
In the scientific works of the authors E. A. Romanova, E. V. Sibileva [1], N. S. Trubitsyna [2], G. V. Kolosova [3], I. S. Zinoviev, S. A. Kuznetsov [4], A. V. Kutuzova and others [5], V. N. Levkin [6], L. S. Vereshchagin [7], L. S. Vereshchagin, M. Ya.Veprikova [8], V. R. Medvedeva [9], A.N. Maksimenko [12] and others, theoretical and applied aspects of the innovative development of personnel management, personnel marketing, the use of innovative technologies for personnel training, and the integration of digital technologies into the personnel management system are presented, where vocational training is an integral part of ensuring innovative development and increasing the competitiveness of an enterprise and is considered within the enterprise as a process of acquiring, deepening knowledge and forming, improving the skills of employees.In addition, for the enterprise, the end result of organizing and conducting such employee training should be a qualitative and quantitative change (increase in efficiency) of business processes at the enterprise, which in turn leads to a revision of personnel training and leadership development technologies.

Results and discussion
Ensuring innovative development, the formation of competitive advantages of the enterprise in the business environment, it is necessary to improve the technologies for using available resources.The digitalization of business processes indicates the growing role of intellectual work, the acquisition of new knowledge and the formation of employee skills.The condition for creating innovations is the continuous process of updating the knowledge bank at the enterprise as a result of personnel development and the formation of a pool of talents, highly qualified workers (HiPo-high potential) [10].One effective way to achieve this goal is to move towards an organization that is self-learning, as well as focusing on the capitalization of human resources.In such an organization, each employee is considered as a talent, a source of creativity (talent management, creative management, innovation management), which is the basis for the innovative development of the enterprise.
For the purpose of innovative development, an organization that is self-learning focuses on creating a favorable internal environment for realizing the ideological potential of the staff, harmonizing the goals of the enterprise and employees by taking into account innovative challenges to staff development (Fig. 1).To do this, the search for the most effective technologies for the disclosure, formation and implementation of the potential of employees on the basis of environmental responsibility and the ability approach to the development of personnel is carried out.The content of the application of the activity approach to personnel development is the transformation of the organizational structure of personnel management [12] and the creation of talent centers, virtual HR offices based on the CRM system, outsourcing of personnel management, project offices, start-up centers.
In this connection, the functional areas of personnel management are subject to changes, which are aimed at realizing the abilities of personnel.Traditional areas, such as personnel planning, personnel organization, personnel motivation, personnel control, are complemented by innovative areas, namely: talent management, internal marketing, personnel marketing, inclusive development, environmental culture, energy management, climate management, project management, etc.
To form an innovative team of specialists while minimizing the cost of technology, enterprises actively practice the creation of virtual departments, the transition to outsourcing, and the active participation of the line manager in personnel management.All this testifies to the approval of the trend of cross-sectoral personnel management and, as a result, the need for multidisciplinary professional development of personnel managers.The innovative сomplex of competencies of a modern specialist includes both "soft" (personal) skills (creativity, emotional intelligence, teamwork, leadership, communication, time management, etc.) and the development of digital competencies of HR managers (Table .1).Depending on the purpose of the enterprise in organizing and conducting employee training, the following types of vocational training are distinguished: -specialized training aimed at achieving the tactical (current) goals of the enterprise within the framework of the relevant profession (position); -multidisciplinary training aimed at obtaining knowledge and developing skills in an intersectoral direction, contributing to an increase in internal mobility of workers and providing flexibility when filling positions in an enterprise; -trainings for personal growth, involving the acquisition of knowledge and the development of personal growth skills for employees ("soft" skills -leadership, communication, teamwork, time management, delegation, emotional intelligence, etc.), which are an integral part of the effective implementation of professional knowledge and skills ("hard skills") in the respective position.
In accordance with the existing skill level of the employee, vocational training is divided into: -primary training -the acquisition of primary knowledge and the formation of primary skills for the first time in the relevant profession; -advanced training -deepening the acquired primary knowledge and improving the primary skills previously acquired in the relevant profession profile; -retraining -the acquisition of new knowledge and the formation of new skills in a new profession, the profile of which differs from the previously (for the first time) received profession.
According to the form of obtaining professional knowledge and developing skills (depending on the status of the educational service provider), there are: -formal vocational training, which provides for the organization of the educational process (initial training, advanced training, retraining) in accordance with state standards of professions in licensed educational organizations in the relevant profession with the issuance of a state document certifying the acquisition of the relevant profession (place, term, form of training); -informal vocational training, which provides for the organization of the educational process (initial training, advanced training, retraining) and is aimed primarily at meeting the professional needs of specialists (with the possibility of taking into account individual orders) and at the same time, is not regulated by the place, terms, forms, format for issuing a document on training), and a representative of such an educational service may not have a license for the profile of the profession in which training is organized and conducted.
According to the conducting vocational training is divided into: -vocational training at the workplace (internal/corporate training); -vocational training outside the workplace (field training).Depending on the time of the organization, the professional training of employees is distinguished: -with a break in production (the educational process takes place at a different time than the work process) -at the place of work (the educational process takes place in parallel with the work process).
According to the components of the educational process, vocational training can be: -theoretical training (obtaining relevant professional knowledge); -practical training (acquisition of relevant professional skills and formation of professional skills); -combined training (a combination of obtaining relevant professional knowledge, acquiring professional skills and developing professional skills); -dual training (consolidation of previously acquired theoretical knowledge directly in real production conditions / at the enterprise, aimed at developing practical skills).
By the number of participants in the educational process: -individual vocational training; -group vocational training.Also vocational training is classified: -by duration (short-term; medium-term; long-term); -according to the source of financing (at the expense of individuals; at the expense of legal entities; at the expense of targeted, state / grant programs); -according to the form of education (full-time, part-time, part-time).
To implement the educational process, appropriate teaching methods are developed aimed at achieving the goal of vocational training.In the classroom, methods are used: oral (conversation, discussion, etc.) and written (essays, questionnaires, tests, etc.) and practical (business games, observations, experiment, etc.) teaching methods, as well as various forms of conducting classes (lecture, practical lesson, seminar, round table, master class, workshop, hackathon, excursion, etc.).At the same time, along with the concept of "method" in the pedagogical lexicon, the concept of "technology" is increasingly used.Instead, "technology" -a logical sequence of methods and techniques -a technological series of actions associated with the use of appropriate means, methods and resources to achieve the goal; an ordered system of actions, the implementation of which leads to a guaranteed achievement of goals, namely, to an increase in the efficiency of the corresponding process [11].In table.2, a pool of technologies for personnel training and leadership development was formed as a tool for unlocking internal potential in the system of innovative enterprise management.

Name Characteristic
Facilitator Creation of a team environment in which each team member generates ideas to solve a specific team members discuss these ideas in different formats and, as a result, come up with a compromise solution.The role of the facilitator is to methodically support the facilitation, without directly intervening in solving the problem.

Tutorship
Vocational training, in which the tutorship, as a more experienced person, helps the ward, as a less experienced worker, to acquire professional competence, also introduces into the sphere of socio-psychological relations, through the realization of a professional role.

Mentoring
Professional training in which the mentor, unlike the teacher, first follows theoretical training with the ward, and then practical

Coaching
The interaction between the coach and the employee, which led to a significant increase in the efficiency and effectiveness of work, motivation of employees, and an increase in personal effectiveness.The coach realizes the hidden potential of the employee, directing him to self-learning and self-development.

Consulting
Professional assistance of specialist consultants in the relevant professional field

Rotation
The employee performs tasks in various positions both in his own and in other divisions of the enterprise, as a result of which he receives a "versatile" qualification

Gamification
The process of performing tasks by employees is based on a game (computer) model that provides for operational feedback, the possibility of making adjustments to achieve maximum results Aimed at developing team spirit, striving for self-improvement

Coworking
Employees of different enterprises perform their functional duties in a common area or in one office.Thus, each employee can assess his potential, exchange experience, gain new experience in solving professional problems.

Networking
Solving problems with the help of a formed network of friends, partners and colleagues In turn, it should be noted that the effectiveness of the implementation of such technologies directly depends on the positioning of the HR manager in the enterprise.
As a result, the status of HR managers is undergoing a transformation, moving from the status of "managers" (planning, organizing and controlling) to the status of "leaders" who constantly develop together with employees and strive to lead them to professional success, demonstrating this by their example and active position in decision making.Considering this, the essence of the role of personnel management in enterprises should be considered on the principles of a synergistic effect.Personnel management is an integrated type of enterprise management, including both socio-psychological and administrative-technical, marketing, commercial and financial aspects.Such patterns of functioning of enterprises indicate the relevance of investment in the development of human resources and the formation of human capital in the enterprise as a source of innovation.

Conclusions
The strengthening of the development trend of network and virtual economies causes the restructuring of social and labor relations, the development of innovative mechanisms for personnel management.Such process is accompanied by a transition to innovative forms of professional development (balancing work and family, studying organizational behavior, continuing education, introducing flexible / remote forms of employment, virtual communication, applying an individual approach to the formula for determining the amount of remuneration, etc.).The transformation of the personnel management vectors of enterprises predetermines personnel managers to change approaches to the organization of labor in the enterprise and use innovative approaches to personnel management in the direction of unlocking internal potential, stimulating project activities and developing leadership.In accordance with this, innovative technologies for personnel development are being introduced (facilitator, tutorship, mentoring, coaching, consulting, coworking, networking, etc.).Such regularities in the development of the personnel training system as a component of innovative management indicate the prospects for deepening scientific research in the direction of evaluating the effectiveness of the use of personnel training technologies and leadership development, taking into account the industry specifics of enterprises.

Fig. 1 .
Fig. 1.Innovative challenges in staff training and leadership development

Table . 1
. Complex of digital knowledge, skills and abilities of HR managers