Formation of professional competencies of social workers for work using coaching technologies

Abstract

The article discusses the main stages of the process of forming the professional competencies of social workers for work using coaching technologies. These stages include the following: theoretical and psychological preparation for the use of coaching, acquisition of practical coaching skills, development of personal and professional qualities, and formation of an organizational culture of coaching. The content was considered and the results of the implementation of each stage were formulated. The main approaches, methods and tools that ensure the effective implementation of each of the stages are defined. It was determined that the main results of the psychological training of social workers should be the development of the following skills: the formation of emotional intelligence, an increase in the level of reflexivity and self-regulation, an increase in the level of resistance to stress, the formation of active listening skills, and the formation of internal motivation for continuous improvement.

Based on the generalization of practical experience, the article proposes a complex androgogical-methodical approach to the organization of the process of forming the professional competencies of social workers using coaching technologies. The main distinguishing features of the proposed approach are identified, which are: the use of practical exercises from the very beginning of training, the use of only "green paste" at the first stage of training, the construction of the training process using all levels of the training pyramid.

It has been proven that the formation of professional competencies of social workers organized in this way has a high level of efficiency, which is confirmed by statistical data.

It was determined that an indispensable condition for the successful use of coaching technologies in the practice of providing social services is the formation of an appropriate organizational culture that will support the use of coaching approaches at all organizational levels. The main elements of such a culture are the creation of conditions for applying coaching as part of daily practice and providing access to coaching trainings for relatives and managers of all levels.