The Structure of Professional Training of Future HR Managers to Use Corporate Learning Technologies

The article is devoted to the development of the structure of professional training of future personnel managers for the use of corporate training technologies. The author identified the principles that underlie the professional training of future personnel managers for the use of corporate training technologies. The principles of professional development of future HR managers were clarified and a survey of stakeholders was conducted, who ranked and rated the personal qualities of the HR manager. The own vision concerning components of structure of professional training of the future personnel managers is offered. The concept of "corporate learning" is determined as a set of educational activities of the organization, through which there is a qualified retraining of employees, which leads to an increase in overall productivity of the organization. The structure and content of professional training of future personnel managers as the leading and largest direction of modern professional training of future personnel managers are considered. As a result of the theoretical analysis of the essence of training of future personnel managers, we proposed the author's version of the structure of training, which is reflected in the motivational-personal, information-cognitive, perceptual-communicative, interactive-behavioral components of training of future personnel managers. Мotivational-personal component associates with motivation for future professional activities and the formation of certain personal qualities that are necessary for the quality of professional duties. Information and cognitive component denotes the ability to learn, update knowledge and improve professional skills and the ability to use knowledge in practice; ability to search, process and analyze information from various resources and the ability to use information and communication technologies. Perceptual-communicative component reveals the existence of a system of knowledge and skills necessary for professional activities; ability to build constructive relationships with employees based on common interests; mastery of technologies for solving professional problems based on the use of interactive communication, sociability and ability to interact, the ability to make decisions. Interactive-behavioral component is based on the ability to adapt and act in new situations, the ability to take initiative, lead new projects, the ability to use traditional verbal and nonverbal means of communication, the ability to work in a team, the ability to identify and solve problems in the team, ability to motivate employees and guide them to achieve new goals analyzes human resources, predicts and determines the need for staff and specialists.