A MODEL FOR THE ENHANCEMENT OF EFFECTIVENESS OF ON-THE-JOB TRAINING PROCESS

Abstract

The article considers some aspects of the mentoring process management, namely incentives for mentors. To that end, we consider in detail a model for staff training evaluation, which takes place in the form of mentoring, one of the most popular forms of on-the-job training. The aim of the present study is to develop an effective incentive model for mentors, which aims to improve the effectiveness of their performance management, as this model involves not only the establishment of an effective system of allowances and additional payments to mentors, but also an evaluation system of duties performed by staff. Materials and methods. It is planned to assess the training in the following areas: corporate competencies; professional competencies and implementation of an established plan. For this purpose it is proposed to use the “360 degrees” method, direct inspection and other methods of collecting information depending on the measured indicators. Following the evaluation process it is expected to obtain a comprehensive mentoring assessment, which can be used to adjust the mentoring procedure, a comprehensive assessment of a student, which demon-strates learning outcomes as well as a comprehensive assessment of a mentor, which could be used to create an incentive model for mentors. In order to develop an effective mentoring system it is proposed to make the size of mentoring allowance dynamic, i.e. directly dependent on the results of mentoring – comprehensive assessment of a mentor. It is proposed to build a comprehensive as-sessment of mentoring procedure by means of additive convolution of criteria. Results. Therefore, the essence of mentor bonus dynamism strategy includes the following aspects. First, the mentor will receive a fixed compensatory bonus for the entire mentoring period. Second, the mentor will receive an incentive bonus. It is proposed to determine the amount of the bonus as a percentage of the mentor's salary calculated as a multifaceted evaluation of the mentoring process that will directly depend on the mentor's contribution to the mentoring process. Conclusion. It is expected that the implementation of the proposed model in the practice of mentoring procedure management will in-crease its effectiveness and reduce the formality, which we see in practice today.

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