UK: The article highlights the need to study complex interactive tools for developing personal competitiveness that combine the acquisition of professional competencies, the development of interpersonal skills, and the implementation of the principles of corporate social responsibility. It distinguishes between personal, social, and professional areas of development for specialists in a company. The authors note that personal development in industrial production and in the service sector has its own characteristics. In particular, service sector employees focus primarily on developing communication skills, persuasion skills, and modifying and adapting their empathic abilities, while industrial production workers prioritise skills related to self-discipline, responsibility, accuracy, striving for perfection, and other skills that enable them to perform their work better. The method of implementing personal development management of personnel in an organisation through the development of employee characteristics that contribute to the implementation of the personal, social and professional components of customer-oriented personnel, which are closely interrelated, is justified. It is noted that some personality characteristics are aimed at developing internal skills and accepting one’s own strengths and weaknesses (interpersonal), while others are aimed at accepting the external environment, effective integration into society and adaptation to the challenges associated with interacting with other people (intrapersonal). Emphasis is placed on the need to develop personal competitiveness, in which regard the authors suggest using both general and interactive tools (training, coaching, mentoring, gamification) that promote the practical application of knowledge, the development of emotional intelligence, and the formation of key competencies. It is concluded that, in combination with the principles of corporate social responsibility, such approaches create a basis for investing in human capital, ensuring sustainable competitive advantages for both the employee and the company.
EN: The article highlights the need to study complex interactive tools for developing personal competitiveness that combine the acquisition of professional competencies, the development of interpersonal skills, and the implementation of the principles of corporate social responsibility. It distinguishes between personal, social, and professional areas of development for specialists in a company. The authors note that personal development in industrial production and in the service sector has its own characteristics. In particular, service sector employees focus primarily on developing communication skills, persuasion skills, and modifying and adapting their empathic abilities, while industrial production workers prioritise skills related to self-discipline, responsibility, accuracy, striving for perfection, and other skills that enable them to perform their work better. The method of implementing personal development management of personnel in an organisation through the development of employee characteristics that contribute to the implementation of the personal, social and professional components of customer-oriented personnel, which are closely interrelated, is justified. It is noted that some personality characteristics are aimed at developing internal skills and accepting one’s own strengths and weaknesses (interpersonal), while others are aimed at accepting the external environment, effective integration into society and adaptation to the challenges associated with interacting with other people (intrapersonal). Emphasis is placed on the need to develop personal competitiveness, in which regard the authors suggest using both general and interactive tools (training, coaching, mentoring, gamification) that promote the practical application of knowledge, the development of emotional intelligence, and the formation of key competencies. It is concluded that, in combination with the principles of corporate social responsibility, such approaches create a basis for investing in human capital, ensuring sustainable competitive advantages for both the employee and the company.
