Ukrainian experience of personnel vocational training: problems and prospects

A critical analysis of the Ukrainian experience of vocational training of personnel is conducted in the work. The statistics data on the number of employees who participated in vocational training activities during 2016-2018 are presented and analyzed. Based on the analysis, the main reasons for the low interest of Ukrainian business owners in the personnel vocational training were identified. In the work, the author also has highlighted the factors that restrain and activate the development of vocational training of personnel at Ukrainian enterprises. In order to increase the efficiency of professional development of personnel at Ukrainian enterprises, the author proposes to use modern methods for this purpose. Because traditional methods do not produce the desired results. Ukrainian enterprises need to invest in staff training, which is the main reserve for improving their performance.


Introduction
The successful operation of business entities requires adequate resources. In particular, every enterprise needs: financial, technological, material, information and human resources. It is impossible to ensure high performances without them. At the same time, the centerpiece in each organization is assigned to human resources, i.e. personnel. Since the success of business activities to a large extent depends on the personnel as well as the use of all other resources. It is the personnel who manage and use technological, material, informational and financial resources. The availability of all other resources loses its exceptional value due to the lack of qualified personnel.
Consequently, every business entity needs to have exclusively qualified and professional personnel. It is quite difficult to find top-notch personnel in the modern labor market, to win the fight for them from the competing companies, and it is also necessary to spend a lot of time for their further orientation. Therefore, modern enterprises need not just to find skilled personnel, but to try to «grow» them independently. In addition, the knowledge of the personnel in today's transient scientific and technological progress can become obsolete. In view of the foregoing, modern Ukrainian enterprises should enable employees to satisfy their need for vocational training.
Goal setting The purpose of the work is to highlight the main aspects of personnel vocational training at Ukrainian enterprises, as well as to identify the main problems and ways to solve them.

Material and Method
The following methods of scientific research were used in the work to solve the tasks: systematization and generalization -to study the nature and importance of personnel vocational training, explanation and classification -to study different methods of personnel vocational training, analysis and synthesis -to study the target goal thoroughly, statistical -to analyze the tendencies of the object of research, abstract and logical -to summarize the work, induction method -to form generalized conclusions, table and graphics -to visualize statistics. The scientific database of domestic and foreign researchers in the field of personnel management, as well as data of official state Ukrainian statistics, was the information base of the research.

Results and discussion
Vocational training can improve the skills of employees and update their knowledge. In turn, employees can bring new knowledge to the enterprise, which will result in higher production volumes, productivity, profits, while reducing costs through the more rational use of resources (Bay, 2018)). When enterprises are constantly working to implement high-tech technologies, they need workers who can successfully work with them and use them in their work activities. Knowledge of working with the latest technologies is possible only through personnel vocational training. All this confirms the necessity and urgency of personnel vocational training at Ukrainian enterprises.
Notable is the trend in which more successful enterprises are those that annually invest significant financial resources into the development of their staff (Chervinskaya, 2015). Such enterprises invest in their long-term development. Investments made in personnel are sure to justify themselves and will be returned through more efficient personnel work.
In order to study the real status of personnel vocational training at Ukrainian enterprises, it is advisable to use official statistics (Table 1). The basis for the study is the period for 2016-2018.  , 2016-2018) In 2018, 311,000 people gained new occupations, up 81,000 and 22,000 as compared to 2016-2017 respectively. In turn, in 2018, 1078.6 thousand people got advanced training, which is 101.7 thousand more than in 2016 and 45.6 thousand more than in 2017. There is an increase in the number of both employees who got advanced training and those who gained a new profession. The number of workers who got advanced training is three times more than those who gained a new profession.
Staff got advanced training and gained a new profession both in the workplace and in educational institutions. At the same time, according to statistics, the vast majority of employees got advanced training and gained a new profession in the workplace. Thus, in 2018, workers who gained a new profession in the workplace amounted to 237.6 thousand people, and in educational institutions -73.4 thousand people. The same tendency is observed in advanced training. In particular, in 2018, the number of personnel who got advanced training in the workplace is 756.8 thousand people, and in educational institutions is only 321.8 thousand people.The graph of the dynamics of the number of employees who gained a new profession and got advanced training is shown in Fig. 1. It is pertinent to note that, despite the annual increase in the number of employees who have upgraded their skills and acquired a new profession, these figures are quite small. During 2016-2018, the share of such workers did not reach even 20 %. At the same time, it reaches 70-80% at the enterprises of EU countries, where Ukraine is trying to integrate. Vocational training for enterprises covers only a small proportion of employees.
By structure, the staff is divided into managers, workers, specialists and technicians. It is advisable to carry out an analysis of the structure of staff who were trained or upgraded in 2018 (Fig. 2   The largest proportion of workers participating in training activities was workers. In 2018, their share is almost 50% and reached 47%. This is due to the fact that workers are actively involved in the production processes of the company, work with new equipment, perform several functions. Their role in the enterprise is of paramount importance for improving their skills and developing new working professions.
The smallest share of technicians is only 2%. The share of specialists is also the lion's share -36%, which is 11% less than the share of workers. The share of executives in this indicator was 15%.
It should be noted that the positive is that the largest share of workers participating in training activities is workers. After all, they are the main labor potential of any enterprise (Semenova, 2017).
Next, it is advisable to analyze the professional training of employees by type of economic activity (Fig. 3).
From Fig. 3, it can be stated that a significant proportion of employees who have received training have been engaged in the following types of economic activity: industry, agriculture, transport, real estate operations. In these sectors, the proportion of employees participating in professional development activities exceeded 20% of the number of fulltime employees. This is higher than the industry average. An insufficient proportion of workers participating in professional develop-ment activities are observed in such areas as trade, education, health care, the arts, sports and recreation, and temporary placement. A significant annual decline in the proportion of employees participating in professional development activities is observed in public administration.
In those sectors, most of which are stateowned enterprises, there is a low proportion of employees involved in professional development activities. This is primarily due to the acute shortage of financial resources. At the same time, private entrepreneurs are investing more in the professional training of their employees. The share of employees involved in professional development activities in agriculture, industry and real estate operations is noticeably increasing. It is these industries that have recently gained the most development. The analysis shows that, as a whole, there is a positive trend in Ukrainian enterprises regarding the increase in the number of employees involved in the processes of professional development of staff. It is important to find out exactly what methods and tools of employee training are used by Ukrainian enterprises.
In Fig. 4 we will present the classification of methods of professional development of personnel used by Ukrainian enterprises.
The use of certain methods of professional development in Ukrainian enterprises depends, first of all, on the specifics of its business activity and the category of personnel these methods will be applied to (Gugul, 2013). It is united by the fact that the vast majority of Ukrainian enterprises prefer internal methods of professional development of personnel. This method category is less costly and can be implemented without additional financial resources.
It is also noteworthy that most small businesses use fairly primitive methods for professional staff development. In particular, the use of industrial coaching, rotation, and the use of workers as assistants became widespread in small Ukrainian enterprises (Hetman, 2017).
Instruction in the workplace is mostly provided to all employees. Its essence is to familiarize employees with their responsibilities, functions, basic aspects of working with production equipment and more. This method of professional development is usually used when hiring a worker or when changing production technology (Gorpinchenko, 2018 (Semenova, & Zabolotnya, 2017, Gorpinchenko, 2018, Pivoshenko, & Martseniuk, 2019 Business rotation is used by moving an employee to another job area, where there is the other specificity of the activity. This allows the employee to improve their skills and acquire new knowledge. The rotation applies to all categories of personnel, and is recommended at such intervals (Bazaliyska, 2014): -senior executives -once every five to seven years; -the other personnel categories -once every three to five years; -workers -as required, but at least once a year.
The rotation of personnel has become especially widespread in the oil industry enterprises. Thus, the managers of oil companies are constantly moving: from one enterprise to another, from the enterprise to the head office. During the rotation, employees have a real opportunity to improve their skills, master the basics of a new profession, and improve their performance (Buchinskaya, 2014).
Newcomers at Ukrainian enterprises are used as assistants in order to gain their first work experience. Using this method, a newcomer is assigned to a more experienced employee and acts as his assistant, executes instructions and gains the experience. Similar to this method is mentoring (Tkachenko, 2014).
External vocational training methods are used only by exceptional Ukrainian enterprises (Hetman, 2017). This is primarily due to the need to invest money. Most Ukrainian companies are in crisis and trying to save on staff. The analysis of statistical materials revealed that Ukrainian enterprises that use external methods of personnel vocational training in their activity can be distinguished as follows: PJSC "Poltavamash", LLC "Astarta-Kiev", PJSC "Kryvyi Rih Iron and Steel Works", PJSC "Dniprovsky metallurgical plant ", PJSC" Poltava MPP ", SCM Companies and Privat Group, PJSC" Southern Mining and Processing Plant ", etc. This is a small list of Ukrainian companies that are constantly investing in training personnel.
What is unifying is the fact that all these enterprises are large in number and are among the leaders in their field of activity. Their owners and senior management understand that the personnel is its greatest resource and the level of their vocational training directly depends on the final results of the activity. It should be noted that

Methods of professional development of staff
Internal (directly at the enterprise) External (outside the enterprise) -production briefing; -rotation; -the use of employees as assistants and trainees; -preparation in project teams; -business communication of staff; -Mentoring (coaching); -business games; -lectures; -seminars; -reversal of practical situations.
Ukrainian enterprises mostly use training, lectures, seminars, professional development courses and seminars.
Personnel training has become particularly widespread at related and partner enterprises (Bartolec, 2018). Enterprises belonging to the same branch of industry, within the framework of the partnership, exchange workers for a certain period (mostly 10 days) (Krasnoshapka, & Kovalenko, 2014). In particular, Poltava PEPOP actively uses this method. During this time, employees get acquainted with the peculiarities of the work of another enterprise, learn from work experience, become familiar with the specifics of work, learn to work with other equipment, etc. Then they return to their company and try to make the necessary changes in production, management and other processes.
For example, PJSC "Poltavamash" is a leading Ukrainian machine-building enterprise in its activity use widely such external methods of vocational training as attending seminars, lectures, training, webinars, etc. Machine-building enter-prises need a constant introduction of innovations, production of more competitive products, updating of the material and technical base. Attending such events allows PJSC "Poltavamash" to stay up-to-date with the latest industry news, get acquainted with the science and technology, major aspects of the use of various technologies, etc. (Pivoshenko, & Martseniuk, 2019).
Another type of personnel vocational training is teamwork. Accordingly, the group of workers is assigned a task that they must solve in the allotted time. This enables employees to be self-fulfilling, show initiative and leadership. According to Don, O. & Privarnikova, I. (2016), the main feature of group activity is to observe the influence of the group on the personal motivation of each employee and to correct it in time if necessary. Having a group of employees has a positive effect on the accomplishment of one of their simple tasks and negatively on the execution of complex tasks (Don, & Privarnikova, 2016).
In general, Ukrainian enterprises use methods of personnel vocational training. At the same time, as shown by the conducted research, this process is mostly chaotic and does not express systematic, there is no effective program of personnel training. There are no employee development programs at the enterprises that were analyzed. Ukrainian companies prefer to use traditional methods of vocational training that were used in the 1990s. Since then, the industrial and economic environment of enterprises has changed and traditional methods of personnel vocational training no longer bring the benefit that was before (Chervinskaya, 2015). Ukrainian businesses need to reorient, study foreign experience and use innovative methods (Tkachenko, 2014).
The critical analysis of the scientific literature made it possible to determine the list of modern methods of personnel vocational training, which is shown in Fig. 5.
It should be noted that the above list of modern methods of personnel vocational training is not complete. They are constantly being updated, new methods are emerging that bring a positive effect for the company and the staff themselves. In the case of foreign enterprises, those methods of vocational training that can be used in the context of real production tasks are becoming popular.
Modern methods of personnel vocational training are mostly used in foreign enterprises. In Ukrainian enter-prises, their use has not become widespread. Each of the methods considered has both advantages and disadvantages. Undoubtedly, the main advantages of innovative methods of personnel vocational training include: accessibility, variety, innovation, free-dom to choose the place and time of classes, a wide market of choice of services. The main disadvantages of using these methods are significant financial costs, lost time, risk of failure to achieve the desired result (inefficiency) (Bay, 2018).
For Ukrainian enterprises, the main reason for ignoring innovative methods of professional training of personnel is the significant financial costs. Ukrainian enterprises, unlike foreign ones, are not ready to spend large sums of money for professional training of personnel. In the table. 2 we will compare the use of methods of professional training of personnel by enterprises of Ukraine and the EU.  (Tkachenko 2014, Hetman,2017 From the above table it is noticeable that the share of Ukrainian enterprises using different methods of professional development of personnel is rather small. This is especially noticeable when comparing these indicators with EU enterprises. We believe that the efforts of Ukrainian business owners to save on staff lead to negative results. The main ones are the lack of profit for the enterprises, the chronic lag in develop-ment from foreign companies, etc.
From the above table it is noticeable that the share of Ukrainian enterprises using different methods of professional development of personnel is rather small. This is especially noticeable when comparing these indicators with EU enterprises. We believe that the efforts of Ukrainian business owners to save on staff lead to negative results.
The main ones are the lack of profit for the enterprises, the chronic lag in deve-lopment from foreign companies, etc.

Modern methods of personnel vocational training
E-learning -educational electronic system, (eLearning, distance learning, computer training, networking, virtual training) Modular training -full-time training consisting of individual thematic blocks (modules) aimed at achieving a specific result Case study -review of practical situations from the experience of different companies, which provides analysis and group discussion of hypothetical or real situations Action training is a method of training to solve real problems in practice in the course of enterprise activity. The basis of this method is the creation of a working group that solves the task Storytelling (a motivational story) -a method of training new employees to familiarize themselves with organizational structure, corporate culture, regulatory documents, etc.
Buddying is a method that involves attaching a partner to an employee that provides ongoing feedback on the actions and decisions of the employee assigned to him/her to identify "bottlenecks" in his / her work Basket-method is a method of simulating situations in which an employee joins the role of the manager. Applies to employees applying for management positions A master class is one form of effective professional, active learning, during which a leading specialist tells and demonstrates how to put into practice new technology As noted above, if businesses use professional development methods, these are usually traditional methods that do not require significant financial resources. Yes, Ukrainian companies prefer to be instructed and rotated, rather than more progressive and useful methods of professional staff develop-ment. The main reasons for the low prevalence of methods of profes-sional training of personnel in Ukrainian enterprises are shown in Fig. 6.   Fig. 6. Reasons for the widespread use of professional training methods for Ukrainian enterprises* * Written by the author based on his own research These reasons for the low prevalence of training methods are most typical for Ukrainian enterprises. Particularly urgent is the problem of the chronic shortage of financial resources of Ukrainian enter-prises. Thus, after 2014, when hostilities began in eastern Ukraine, Ukraine's busi-ness sector is experiencing difficult economic times. Therefore, their owners try to save money and not spend extra money on personnel vocational training. This approach is incorrect and has the opposite effect. As the results of the activity of the enterprise directly depend on the qualification of employees. Savings in staff lead to lower productivity, quality of products produced,

The reasons for the low prevalence of professional training methods for Ukrainian enterprises
Absence of comprehensive staff development programs at Ukrainian enterprises Poor employee motivation for professional development Orientation to outdated principles and technologies of personnel management Efforts of top management of Ukrainian enterprises to save on personnel development, chronic shortage of financial resources Giving more advantage to attracting qualified personnel from outside than training them at work confidence in management, and loss of enthusiasm for work (Sardak, & Novosyolova, 2018). Another major problem is the lack of motivation of the employees themselves for their vocational training (Pivoshenko, & Martseniuk, 2019). Employees are reluctant to attend advanced training courses, perceive rotation, forced business trips, and other training methods (Krupsky, 2014). It happens since employees do not see for themselves the benefits of training. As most Ukrainian enterprises lack a well-established career policy. Thus, employees will not get an upward move in their career after vocational training, nor any supple-mentary payments and bonuses to the basic salary (Bay, 2018). To eliminate this drawback, it is necessary to link the salary to a certain employee qualification rank, and to provide a guarantee of career advancement, provided that a certain fixed indicator in employment is reached (Chervinskaya, 2015).The reasons for the low prevalence of methods of personnel vocational training in Ukrainian enterprises are considered to be the most significant in the current economic conditions. Their elimination will allow enterprises to reach a new level in the professional development of their staff. Besides, it should be added that there are factors that impede the development of personnel vocational training in Ukrainian enterprises and factors that have the opposite effect. These factors are summarized in table. 3.
It can be stated that the personnel vocational training is important and necessary to ensure the effective operation of the enterprise. In today's fast-paced business environment and high levels of competition, only those companies that invest in personnel training can succeed and get a steady position. Managers of Ukrainian enterprises should consider the investment in personnel vocational training as an investment in a successful future, not as excessive expenses.  (Bazaliyska, 2014, Don,& Privarnikova, 2016 Employees who are motivated, have the opportunity to be trained, feel their place in the enterprise are always more focused on achieving positive results and work with enthusiasm (Don, & Privarnikova, 2016). This reflects positively on the results of the enterprise. Highly skilled workers are of paramount value in any enterprise.
The formation of effective personnel development is an important factor in successful enterprise activity. It is not only an organization of training and advanced training but also purposeful planning of employee movement.
Personnel development is one of the main indicators of the progressiveness of society and is a crucial lever of a scientific and technical process. Therefore, in countries with advanced market economies, more and more companies are initiating activities that promote employee training and advanced training. The planning and organization of staffing are important functions of personnel management, the use of this experience is an important condition for sustainable economic growth and Ukrainian enterprises (Gorpinchenko, 2018).
The main directions of improvement of personnel development in modern conditions are (Chervinskaya, 2015): -improving the educational level of the personnel, constant updating of knowledge to close the gap between the requirements of the workplace, position and business qualities of the personnel; -stimulating the professional growth of employees; -ensuring the advanced training of employees; -encouraging personnel to create and develop innovations that can provide a competitive advantage for the enterprise; -the formation of a system of continuing vocational education and training, including in the workplace and remote training; -applying innovative forms and methods of organization of training; -creating conditions for career advancement of employees; -promoting internal competition between employees within the enterprise, while avoiding conflicts; -ensuring the stability of the personnel and its adequate updating; -conducting vertical and horizontal personnel rotation.

Conclusions
Thus, the analysis makes it possible to state that in Ukraine the number of employees participating in vocational training activities is increasing annually. In particular, in 2018, there were 1,389,600 employees, representing 17.6% of the total number of employees. At the same time, these volumes of professional training of personnel at Ukrainian enterprises are insufficient to ensure their high competitiveness. In addition, the leaders of Ukrainian enterprises for the professional development of staff are usually used traditional methods that do not bring sufficient effect. The main reason for such disappointing data is the reluctance of business owners to invest in professional staff development. As a result, most Ukrainian businesses are in a state of crisis and are on the verge of survival. The more the company invests in staff training, the more profits it can make in the long run.
From this point on, Ukrainian companies need to rethink staffing policy. Creating a highly skilled workforce ready to work with a high level of inspiration and enthusiasm is the key to a successful business.