Оптимизация процедуры наставничества в организационных системах

This article discusses the mechanism for stimulating the work of workers performing the functions of a mentor in organizational systems that carry out project activities. As a rule, an employee, acting as a mentor, is distracted from his main activity and, consequently, loses part of the income that he could potentially receive if he was involved in the implementation of the project for one hundred percent. This fact can demotivate an employee, perform the functions of a mentor fully and efficiently. Aim. Based on the foregoing, the aim of the work is to develop such a mechanism for stimulating the work of a mentor participating in the implementation of the project or working at an enterprise carrying out project activities, which will increase the interest of the mentor to perform their functions efficiently. Materials and methods. The presented work will consider a situation in which the mentor's students are students undergoing practical training at enterprises, or studying academic disciplines, practical classes, which are held on the basis of an enterprise with which an appropriate contract has been concluded. The main task of the mentor is the development by students of the professional competencies provided for in the Basic professional educational program of the university. Note that the master cannot carry out the mentoring process only in his free time, since the distinguishing feature of mentoring is that training takes place in the process of direct work (at the workplace), which makes this procedure effective in terms of mastering practical skills. And this, in turn, is one of the main advantages of mentoring. Results. To compensate for the income that the mentor “loses” by being distracted from his main activity, it is proposed to introduce the following system of bonuses. Firstly, he will receive a compensating allowance for the entire period of mentorship. It will either be declared by the management, or equal to the salary that the mentor will receive from the university. This option is available if an employment contract or a civil law contract has been concluded between the employee performing the functions of a mentor and universities. Secondly, after the completion of the mentoring procedure, the mentor will receive an incentive bonus. Its value will be determined by the quality of students' learning, that is, their grades obtained for each of the competencies that they should have mastered after training. Conclusion. From the foregoing, it follows that the mentor will receive a bonus compensating for his additional time spent during the entire period of mentoring, and upon completion of the mentoring procedure, an incentive bonus depending on the quality of the performance of his functions. It is assumed that the first should feed his interest during the entire period of mentoring to perform his duties in the most qualitative way in order to receive, upon completion of the mentoring procedure, the largest possible incentive bonus.