Factors that determine the competitiveness of young employees of the organization

the article investigates the factors determining the competitiveness of young employees in the context of the transition to a knowledge economy. The author analyzes various scholarly perspectives on the interpretation of a specialist's competitive advantages. Moving beyond traditional economic approaches, the study emphasizes psychological, pedagogical, and organizational-cultural determinants. Young specialists are positioned not merely as new entrants but as active transformers of the labor market, introducing new values, digital competencies, and behavioral models. The paper outlines key competitiveness factors, including the structure of professional motivation, meta-competencies (critical thinking, creativity, emotional intelligence), and the level of corporate culture development. The author categorizes these factors into two primary groups: internal and external. Internal factors encompass the individual characteristics of the employee, including their psychophysiological state, professional competencies, personal qualities, value orientations, and ethical principles. External factors are divided into three key subgroups: supporting factors (financial remuneration, effective management, resource provision, job satisfaction, and security), motivating factors (career advancement opportunities, reward systems, recognition of achievements), and demotivating factors (unfair performance evaluation, bureaucratic barriers, unfavorable psychological climate). The research offers practical guidelines for developing programs aimed at the development and integration of young talent. These initiatives are designed to enhance labor productivity and work quality by creating an organizational environment that effectively leverages their potential.

competitiveness of a specialist, corporate culture, organization personnel, personnel development, competitiveness factors, organizational culture