Expert and analytical modeling of personnel retraining process

The problems of training and retraining of personnel for production are quite acute in our modern rapidly developing century. To solve this problem, it is necessary to develop programs for retraining and advanced training, to identify goals that will increase the level of production, allocate sufficient funding. For specialists with higher education there is a definition of "half-life of competence", that is a period of time for which half of the acquired knowledge becomes obsolete. There is an urgent need for further training or even retraining. In conducting research in the field of personnel management, many approaches and methods for determining the training strategy for personnel are used. The objective help in evaluating possible alternatives for making managerial decisions in this area is provided by mathematical methods and in particular methods of expert and analytical modeling. One of these methods is the hierarchy analysis method developed by T. Saati. This method is quite suitable for determining the most effective strategy for training personnel, in particular, middle managers. When evaluating alternatives, financial, organizational and competence selection criteria are chosen. Evaluation in the example is carried out at three levels, where the main goal at the top level is the choice of a retraining strategy for the manager. At the second level is a criteria for choosing the method of instruction, and on the third level is a choice of the method of instruction. As a result of the analysis, the most significant factors with weights were identified: budget saving (priority 0.321), practical skills (priority 0.097), on-the-job training (priority 0.053), total knowledge (0.530 priority). Thus, it turns out that the leading qualities preferred are a full amount of knowledge and budget savings.