Competence Center for. NTI competence centers based at universities and scientific organizations. List of “end-to-end” technologies for the purpose of implementing the National Technology Initiative

SPbU SCHOOL CHILDREN'S OLYMPIADS IN CHEMISTRY

The St. Petersburg State University Schoolchildren Olympiad in Chemistry was founded and regularly held since 1996. The Olympiad consists of two mandatory stages: qualifying and final. The qualifying stage of the St. Petersburg State University Olympiad in Chemistry for schoolchildren is held in correspondence form in an interactive mode on the Internet. The winners and prize-winners of the qualifying stage, as well as the winners and prize-winners of the St. Petersburg State University Olympiad in Chemistry of the previous academic year who continue their studies in secondary (full) programs, are allowed to participate in the final stage. general education. The Olympics are held in all regions of the Russian Federation and neighboring countries. St. Petersburg State University Olympiad in Chemistry has been assigned the second level in the draft List of Olympiads for schoolchildren for the 2017/2018 academic year.

! Correspondence of areas of training and specialties for which the St. Petersburg State University holds a reception in 2019, the profile of the Olympiad and the procedure for providing benefits to the winners and prize-winners of school Olympiads held in accordance with the Procedure for holding school Olympiads

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The St. Petersburg State University Schoolchildren Olympiad in Chemistry was founded and regularly held since 1996. The organizers of the Olympiad are Doctor of Chemical Sciences, Professor, Honored Worker high school Korolkov Dmitry Vasilievich and candidate of chemical sciences, associate professor of St. Petersburg State University Sukhodolov Nikolai Gennadievich.

The jury and methodological commission include prominent educational figures in the field of chemical sciences. Both employees of St. Petersburg State University and employees of leading scientific institutes and universities take part in the organization of the Olympiad.

To make the Olympics more accessible to participants, along with an increase in the number of regions and cities of the Russian Federation in which on-site (qualifying and final) rounds are held, a remote qualifying round (Internet tour) of the Olympics was first introduced in 2010, which is being held to this day.

Every year, schoolchildren’s interest in participating in the Olympics is growing rapidly!

1) Kuzmenko N.E., Eremin V.V., Popkov V.A. BEGINNINGS OF CHEMISTRY. A modern course for applicants to universities. 9th ed., revised. and additional 832 pp., 2005
2) Kuzmenko N.E., Eremin V.V. 2500 chemistry problems with solutions (for university applicants). Moscow, “ONICS 21st century”, “Peace and Education”, 2002
3) E.A. Eremina, O.N. Ryzhov "Schoolchildren's Handbook on Chemistry". M.: Publishing house "Exam", 2006 - 512 p.
4) V.V.Eremin, N.E.Kuzmenko, V.V.Lunin, A.A.Drozdov, V.I.Terenin“Chemistry 10th grade (profile level)” M.: Publishing house “Drofa” 2008.-463 p.
5) Lidin R.A., Molochko V.A., Andreeva L.L. Chemical properties inorganic substances. Textbook manual for universities. 3rd ed., revised. - M.: Khimiya, 2000. - 480 p.
6) Nikolaenko V.K. “Solving problems of increased complexity in general and inorganic chemistry.” Kyiv. 1990

Examples of qualifying stage tasks Examples of final stage tasks

• giving speeches to high school students for the purpose of career guidance, as well as creating communication groups (as part of innovative developmental programs for high school students and applicants)
• holding joint events on the program of work with gifted students with other departments of the University
• participation of schoolchildren in traditional career guidance events (Open Days)
• conducting visiting lectures and seminars on the basis of partner schools of St. Petersburg University, as well as conducting laboratory and research work for schoolchildren on the basis of the Faculty of Chemistry of St. Petersburg University
• holding scientific and practical conferences and competitions for schoolchildren

List of winners and prize-winners of the St. Petersburg State University Schoolchildren Olympiad in Chemistry in the 2017/18 academic year, continuing to master educational programs secondary (complete) general education

The following students are allowed to participate in the final stage of the St. Petersburg State University School Olympiad in the 2018/19 academic year without participating in the qualifying stage

Knowledge, skills and abilities of people are the most in demand resources in our time. It takes specialists decades to fully master these elements. A large number of industries use interdisciplinary approaches, performing not just one, but several tasks at once. Companies accumulate experience that can be stored in a competence center. This is a special department of the enterprise. It will be discussed in detail in our material.

Competence center - what is it?

In modern economic system the most valuable product is information. To produce it, you need knowledge - a special resource that needs to be accumulated. Optimization and use of people are the most important processes in the field of organizational management.

Information, like any other resource, has several problems associated with it. Information and knowledge may be lost. For businesses, this is always a failure: the team disbands, employees quit or change plans. Often the loss of information is fraught with loss Money, time, and, worst of all, goals.

The solution to this problem is associated with the creation of competence centers. This authority is engaged in the systematic collection of the most important knowledge, documented skills or abilities. Available information is distributed among specialists. This ensures optimal use human resources within one organization.

A competence center is a special type of structural element in an enterprise. It controls one or more important areas of activity. Thanks to the competent authority, relevant knowledge is accumulated, and ways to solve problems are also sought.

The idea of ​​competency management centers is not new. To one degree or another, it is implemented by scientific and technical information departments, as well as archives, quality and standardization groups, etc. Further, however, we will talk about the authority whose activity is the integration of knowledge, expert works, modernization processes, etc. Of particular importance here is not even information, but the totality of social connections that form knowledge.

Structure of professional competence centers

The functionality and structure of competent authorities depend on the defining task that the organization is called upon to solve. Thus, the most famous are four types of centers. They can act either separately or as part of a single system.

The first competence center is the body for collecting and storing best practices. The main tasks of this authority are the accumulation, formalization and distribution of samples at enterprises better experience. The center's specialists find and analyze basic processes, make technical recommendations and form standards for their use. Programs are also being developed to manage integration processes and make certain changes to them.

The development of best practices may be related to sales techniques, consulting services, customer service, product development, project management, etc. Specialized competence centers associated with the accumulation of best practices are the easiest to develop and apply in a management system.

The second type of competent authorities is associated with the formation of technological standards. These types of centers gain certain knowledge, but the emphasis is on their technical component - the development software and selection of appropriate equipment. Specialists standardize and generalize processes on a single technological platform.

Distributed maintenance is the third type of center. The task of such a unit is to use resources by the teams that participated in the project. Staff is committed to supporting numerous knowledge management initiatives, including product training, software assessment, and more. Distributed servicing is one of the most used models in the West.

Finally, the last structural element of the competent authority is the centralized service unit. It has its own budget and set of cost recovery methods. Such a center supports a considerable number of projects, develops requirements and standards for information and technical subsystems, and also facilitates the exchange of knowledge within the enterprise. When choosing such a model, it is recommended to conduct a thorough diagnosis organizational culture enterprise, evaluate these policies and implemented procedures.

Creation of competence centers

How to create the optimal type of competent authority at an enterprise? To begin with, you should realize that each of the above organizational forms has its own disadvantages and advantages. Before starting to create a body, it is necessary to correctly formulate the goals and expectations regarding the work of the existing unit. Only then should a specific strategy be developed.

Sometimes competency development centers can arise spontaneously. This happens based on the previous professional activity practitioners, their associations, interest groups and other formal and informal structures in the entire procedure of their formation.

The most current approach to creating a competency center is a top-down strategy. The predominant role here will go to executive manager- the person who will begin moving the project towards the goal. Many people, processes and technologies will always be at the center of an integration strategy, even though a large number of measurements. The integration strategy will have to be regularly reviewed to compare it with organizational entrepreneurship, outsourcing, partner support, financial policy, choice of standards, etc.

Problems of organ formation

The organization of a competence center in most cases is associated with a considerable number of problems. What difficulties may arise in the formation of competent authorities? The most common problems should be listed.

The first of them is a lack of resources and time. Resource collection in many enterprises may be an optional activity rather than a primary activity. In this regard, many experts simply do not have the time to engage in knowledge acquisition or knowledge sharing. There is also the opposite problem, when there is time to collect material, but there is not enough material itself. To conduct trainings, participate in conferences or implement IT, a certain amount of resources is required, which enterprises may not have enough of.

The next problem is related to the lack of proper managerial attention. Managers are most often concerned only with the process of achieving their own operational goals. They do not have adequate knowledge about the state of affairs in the competence center. Labor productivity, as well as the accumulation of experience, will be impossible under such conditions.

Another difficulty in forming competent authorities is related to internal competition. Within the boundaries of one organization, barriers may arise in the exchange of knowledge between experts from different departments. The solution to the problem will be to organize the work of communities of practice, in which enthusiasts will introduce the knowledge of third parties.

Aging work force is one of the most common obstacles to the establishment of competent bodies. If an expert retires in a year or two, then he is unlikely to begin accumulating information. Another difficulty is seen in the lack of enthusiasm and new perspectives. The emergence of new ideas and relevant concepts will become extremely unlikely.

Finally, the last major problem is the body of outdated knowledge. An organization will deteriorate if it does not think innovatively and invent something new.

Advantages of a competence center

What is the role and significance of competent authorities? Is it possible to derive some benefit from them? These questions are increasingly being asked by representatives of various organizational structures. Centers for the development of professional competencies do have advantages, and significant ones at that. These types of units collect key knowledge, group and systematize it.

Competence centers monitor the competent and regular production of expertise and do not allow people and project teams to disperse. The work of the authorities in question will make it possible to achieve significant financial savings, as well as eliminate duplication of functions and processes. Reuse of knowledge will be ensured, and as a result, optimization of project implementation, competent use of resources and their management. This will free up experts’ time for consultations, and the company will be able to provide services to a larger number of applicants.

In the West, competence centers have long been integrated into the management system; they have become an integral part of it. Third-party consultants are hired at considerable expense, and the number of consulting firms is growing. All of them cooperate with different enterprises or are part of their structure.

In Russia, many companies miss out on significant benefits, because they themselves could sell their knowledge to others. That is why domestic specialists should think about accumulating better experience - one of the steps towards implementing larger knowledge management programs. Often the concept of best practice is defined as the most effective method performing specific work or obtaining useful information. Such knowledge is concentrated not in documents, but in the minds of people themselves.

Competence centers are aimed at sharing knowledge, analyzing the organizational culture of the enterprise and increasing employee motivation. The successes and difficulties of the project being carried out are largely determined by the form of organizational culture and the established practice of group work.

Functions of competence centers

The authorities in question perform tasks related to the accumulation of knowledge and the exchange of knowledge in a particular area of ​​entrepreneurship. Thus, a simple regional competence center is capable of performing the following powers:

• Reflecting the current state of organizational knowledge management. knowledge maps, corporate expert sheets (the so-called yellow pages), processing internal and external requests and much more.
• Convert tacit and individual expertise into formal documentation that can be accessed by most employees.
• Continuous improvement of the quality of expert work and maintaining a leading position in a certain area of ​​the market.
• Check for changes in global trends and technologies.
• Providing knowledge descriptions of project deliverables, transforming them into the most appropriate formal document (success stories, best practices, database, etc.).
• Dissemination of knowledge that was collected by the center in other departments of the company.
• Management of enterprise knowledge bases, their indexing and cataloging.
• Ensuring high-quality and effective communication links between specialists and experts.
• Creation, use and protection of enterprise intellectual property.
• Taking care of the change of professional generations, regular training of young employees, transfer of experience to newcomers from experts.

It should be borne in mind that each enterprise has its own interests and priorities. Despite differences in experience, goals and areas of activity, companies are gradually coming to realize the value of intellectual assets. Specialized competence centers are being created that help in achieving the intended goals by accumulating valuable experience.

Types of competencies

Having understood the formation and principles of organization of competency centers, we should move on to the competencies themselves. This is the name given to a certain range of someone’s powers or issues in which the person may be well informed. There are four types of competencies.

Corporate competencies are accepted in companies. They are the same for any position and help, for example, to work effectively in a team. A set of powers or issues of this kind are typical for small regional competence centers.

The next group of elements is called managerial. It includes competencies, the presence of which helps business managers to successfully achieve their goals. Here we should highlight the ability to effectively solve one’s problems, the ability to competently plan one’s work, control the work process, make decisions independently, generate new ideas, respond to changes in the situation, etc. The management team is typical for large organizations and extensive, federal competence centers.

The third group of competencies is called professional. This includes elements that may apply to certain job groups. For example, these are sales skills, product knowledge, understanding of the retail business as a market segment, etc.

The last group of competencies is called personal. This includes various aspects that include individual achievements and value judgments of results. For example, this is activity, discipline, leadership, high level self-organization, increased adaptability, ability to work with voluminous information, analytical abilities, initiative, controllability and much more.

Any information competency center includes several elements from each represented group.

Collection and systematization

In competency technology centers, three types of knowledge and skills are distinguished, systematized depending on the degree of occurrence. The first group of elements is called natural. These are basic qualities given to a person from birth. Here you can highlight openness, sociability, charisma and much more.

The second group of competencies is called acquired. This includes the skills, abilities and knowledge that a person has been able to acquire based on previous experience. In particular, this is the ability to plan.

Finally, the third group of competencies is called adaptive. This includes qualities that allow a new employee to achieve the designated tasks in a new job as quickly as possible. Here we should highlight the emotional qualities of a person that cannot be possessed from birth. They are produced over time, that is, phenotypically.

In different competence centers, the provisions on knowledge and skills are also different, and therefore the following classification should be discussed. In this case, skills, abilities and knowledge vary in degree of complexity. They are divided into simple, threshold, differentiating and detailed.

A simple group includes a single list of knowledge, skills or abilities that are observed in human actions. The threshold group includes information that is necessary to obtain permission to perform work. A detailed group consists of several information levels, the number of which is determined by the purposes of using a particular organizational model. Thus, federal competence centers include from five to several dozen levels, and regional ones - no more than five. Finally, the last, differentiating group is aimed at identifying behavioral characteristics that distinguish the best employees from outsider employees.

Any assessment of knowledge and skills should be carried out on the assumption that the results of the assessment will not be retained for a long time. The new procedure will have to be implemented in a year, maximum two. For this purpose, several interregional competence centers operate in Russia, which allow for regular verification and systematization of information about employees.

Competency models

The employer or its representatives draw up a profile of each employee, which is summarized in unified system criteria. Private or public competence centers create a package of information about each person. To do this they take into account the following factors:

• ways for an employee to achieve a goal;
• what qualities helped the employee achieve positive results;
• what exactly is required from the employee.

Any competencies specified in the employee profile must be prioritized as much as possible. They should be divided into primary and secondary, as well as desirable and necessary.

Each type of competency must be measurable, formalized, understandable, structured, relevant and flexible. Flexibility must be manifested in taking into account all kinds of changes.

Federal competence centers provide general schemes formation of profiles. So, they can consist of the following elements:

• cluster professional competence- a set of interrelated knowledge, skills and abilities that are united by some homogeneity;
• level of competence;
• specific competence;
• indicators of behavior.

Thus, each competency is a set of specific psychological and behavioral indicators. They are combined into levels and blocks, and depend on the semantic volume. The total number of levels may vary - it all depends on the type of organization and the built competency model.

It should also be noted that the competency should have a simple and meaningful name, for example:

• making decisions;
• personal development;
• relationship management.

The existing clusters can be divided into four areas: actions and interactions (working to achieve results and connections with people), intellectual activity (working with information) and strategy development.

Relevance of competence centers

In practice, many personnel management specialists confuse concepts such as “competence” and “competence”. In the first case we're talking about about ability, which reflects given behavioral standards that can lead to performance at work. Achieving a certain level of work results is interpreted as competence.

It should also be mentioned that today there are many definitions of the concept of “competence”. Experts have identified two approaches:

• European, which is a description of expected work results and tasks;
• American, where competence is a description of an employee’s behavior. The employee must demonstrate correct behavior, and as a result, achieve high and effective results in the course of their work activities.

In the CIS, the basic definition is used, according to which competencies are personal abilities and qualities, professional skills and abilities that are given to an employee for the successful implementation of their job responsibilities. Here we should highlight such elements as leadership, competent planning, focus on goals and results, communication skills, adaptability to change, personal development, the ability to set clear goals and objectives, generate and accumulate certain ideas and much more.

Thus, competence is an integral part of human personality. Special competence centers help to effectively unleash the capabilities of employees.

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