Acmeological Training as a Method of Training Employees of Enterprises Mentoring

Abstract

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, qualiUed and competent employee can be a mentor, but also
the employee with communicative and pedagogical skills, well-developed reVection, 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 eWciency of professional activity and
transfer of the acquired knowledge and skills into real professional work are results of acmeological training. These propositions have been conUrmed in results of the empirical research. The “EXective 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 eXectiveness. 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 eXectiveness 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.