ПРОБЛЕМИ ЗБЕРЕЖЕННЯ ТА РОЗВИТКУ КАДРОВОГО ПОТЕНЦІАЛУ В СИСТЕМІ HR-МЕНЕДЖМЕНТУ ПІДПРИЄМСТВА У ВОЄННИЙ ЧАС

Abstract

A vision of staff potential as an important resource of the enterprise, which provides it with competitive advantages, was formed; as an element of the management system, the basis of organizational development and modernization of the organizational structure of the business entity; as links that integrate and mediate the course of all business processes of a business entity; as a means of obtaining the desired result of financial and economic activity by the company. The staff potential of the enterprise is identified as a characteristic of its personnel, as a promising resource, as a strategic competitive advantage, as an intangible asset. A list of the components of the enterprise's staff potential, which determine its qualitative characteristics and ability to satisfy its goals and share values at the current time and in the future, is proposed, which includes: level of knowledge, education; personal and professional skills; talents, natural abilities; personal and professional experience; leadership and initiative; motivation and self-management; adaptability and stress resistance; loyalty and understanding of company values; communication. Four main problems of preserving and developing staff potential in the HR-management system of the enterprise during wartime were identified: the problem of forming staff potential of the appropriate quality and quantity, the problem of motivating and stimulating personnel to professional and personal development, the problem of preserving intellectual capital in the absence of material resources and increase in the risks of war and the problem of ensuring the safety of personnel during the performance of official duties in the conditions currently prevailing in Ukraine. It is proposed to partially solve the outlined problems through personnel management and the use of HR-management tools, in particular by managing the parameters of the employee's psychophysiological properties, taking into account socio-demographic indicators in the process of developing staff potential, and starting by enterprises their own programs of professional development and individual career planning.