MODEL OF STATE REGULATION OF COACHING IMPLEMENTATION PROCESSES FOR PERSONNEL DEVELOPMENT OF THE SOCIOCULTURAL SPHERE

Abstract

The article scientifically substantiates and develops a comprehensive model of state regulation of coaching implementation processes as an innovative tool for personnel development in the sociocultural sphere. The relevance of the study is driven by the urgent need for a radical modernization of the system of public human resource management in institutions of culture, arts, and creative industries under the conditions of systemic European integration transformations, decentralization, and global crises. The specificity of the sociocultural sphere, which requires an ultra-high level of adaptability, creativity, communicative competence, stress resistance, and flexible leadership qualities (agile leadership) from the modern personnel potential, is thoroughly analyzed. It is determined that traditional academic methods of professional development and directive approaches to personnel management do not fully ensure the individualization of professional growth of employees and do not stimulate intrinsic motivation. The paper systematically synthesizes and generalizes the leading domestic and international experience in applying coaching technologies within the public sector of the European Union countries (in particular, France, Germany) and the United Kingdom. The author's conceptual model of state regulation is proposed, which structurally integrates four key blocks: regulatory-legal, organizational-managerial, financial-economic, and scientific-methodological. The strategic functions of state bodies in the process of legalization and standardization of coaching services, certification of specialists, development of sectoral standards, and creation of an enabling institutional environment for lifelong learning are outlined. It is established that the systemic implementation of the developed model will allow optimizing managerial processes in cultural institutions significantly, increasing staff engagement and motivation, minimizing the risks of professional burnout in conditions of uncertainty, and ensuring a long-term synergetic effect in the interaction between the state, society, and cultural institutions. The architecture of the state regulation mechanism based on the principles of subsidiarity, cross-sectoral partnership, decentralization, and results-oriented management is substantiated. Based on successful cases, effectiveness matrices and tables by key performance indicators (KPI) for each block of the model have been developed. Based on the research findings, practical recommendations for state authorities and local self-government bodies on implementing a long-term strategy of personnel renewal and modernization of the national sociocultural space based on coaching are formulated.