Acmeological Training as a Method of Training Employees of Enterprises Mentoring
The article deals with the phenomenon of mentoring which becomes urgent in modern enterprises. The authors describe patterns of the implementation of mentoring activities. They also state the problem of training employees in this type of activity. Not only the experienced, qualified and competent employee can be a mentor, but also the employee with communicative and pedagogical skills, well-developed reflection, autopsychological competence, and motivation to this type of activity. The necessity of training employees without interrupting the main working process dictates the requirements for methods of such training. Among all the methods of training adults active methods of training meet such requirements. The authors give arguments for acmeological training as a method of training employees of enterprises mentoring. Acmeological training is aimed at the development of personal and professional qualities of the person. The increase of employees' professionalism, their transition to a new level of professionalism, increase of efficiency of professional activity and transfer of the acquired knowledge and skills into real professional work are results of acmeological training. These propositions have been confirmed in results of the empirical research. The "Effective Mentor" acmeological training, which included a variety of exercises forming the psychological readiness for mentoring activities, development of communication, methodological skills and autopsychology competence, has been developed and carried out for training employees in the implementation of mentoring activities at the Open Joint-stock Company "TAGMET". The psychological diagnostics and statistical processing of data using the Wilcoxon criterion have been used for assessing its effectiveness. The employees who have taken part in acmeological training have increased readiness to carry out mentoring activities and have acquired a number of personal characteristics that contribute to the effectiveness of this type of activity. After six months diagnostic results have shown an insignificant decrease of certain parameters in comparison with the results immediately after training. The authors draw a conclusion about the possibility of the widespread introduction of acmeological training in the practice of work with personnel.