Personnel Competence of Cooperative Organizations as the Object of Strategic Planning

The aim of the research is to study methodological problems of strategic human resources management in cooperative organizations and justification of proper decision making on the basis of the competence approach. Applied research methods. To compile a list of the specific strengths and weaknesses of the cooperative organization in the scope of personnel, threats and opportunities and to establish links between the stated items, the author applied a strategic SWOT analysis and matrix of Thompson and Strickland. The author decides problems of strategic human resources management in cooperative organizations on the basis of a methodological approach based on the construction of a staff competency model, which is for a cooperative organization a multi-purpose tool for working with personnel, focused on the implementation of the organization’s adopted strategy. The obtained results are as follows. The author described the main competencies which should be acquired by cooperative organizations’ managers. When advancing an employee to a managerial position it is desirable to use competences as a whole; the author has developed a universal Chairperson’s Competency Model. For the purpose of testing of the proposed algorithm of the cooperative Chairperson’s Competency Model formation, the author carried out an empirical evaluation of the formal competency of cooperative organizations’ managers and specialists, which allowed to identify factors and trends of the staff’s development. Conclusion: The Competency Model makes it possible to link the system of work with the staff directly to the organization’s strategy, since defining of individual competencies is made due to the strategic objectives formulated by the organization’s top managers. Therefore, the employees’ availability of appropriate competencies is one of the key conditions for a successful implementation of the adopted strategy. Development and implementation of competency models help the staff to solve two problems. On the one hand, to ensure effective implementation of an overall strategy and maintenance of a common corporate culture, and on the other, to allow proper focusing on work of various departments by providing them with specific priorities. In order to increase the professional level of cooperative organizations’ executives and specialists it is necessary to implement programs for their training and professional development with the emphasis on plans of staff’s development. The purpose of cooperative organizations’ staff development is to maintain its competence at the level corresponding to production requirements (workplace, office) or to some extent ahead of the schedule.