ОСНОВНІ АСПЕКТИ УПРАВЛІННЯ ПЕРСОНАЛОМ В УМОВАХ ВИСОКИХ РИЗИКІВ

Abstract

The article characterizes the main factors that cause the emergence of high risks under conditions of war. It covers the main aspects of human resource management under conditions of high risks: the outlook, the methodological aspect, and the practical aspect; and their content is revealed. The aspect of outlook implies a reinterpretation of the management philosophy in conditions of war; the methodological aspect involves choosing effective tools for human resource management based on today's conditions; the practical aspect is the result of using and summarizing experience that was born during the war. The article emphasizes that it is important to use the toolkit consisting of every type of management (risk management, anti-crisis management, stress management, psychological management), since such diversity can minimize the risks. The work draws attention to safety assurance activities that require coordinated mutual activities of structural units that are responsible for safety-related activities, and human resource management services. The study characterizes the broad circle of tasks, activities, and directions to prevent crises, such as: tracing tendencies that can cause threatening situations, analyzing the dynamics of growth within these threats and their possible consequences, developing activities for preventing and minimizing negative effects and providing them with organizational resources. The article highlights the practical aspects of human resource management based on gaining and summarizing experience during the war by HR managers. In particular, it highlights the importance of psychological methods of human resource management. The author emphasizes that, under conditions of war, corporate culture demonstrates significant power and makes it possible to maintain positive relationships in the team, broaden trust boundaries, transform the models of team-building and communication, and assure the interchangeability of the staff. Therefore, it is necessary to embrace the entire arsenal of the elements of corporate culture, especially the ones with symbolic-ritualic character. And this means preserving traditions and rituals that were followed before the war; supporting team activities that unite people, encouraging them to join problem-solving efforts, featuring volunteering, and strengthening the individual potential of each person. The author indicates that thanks to new practices born during the war, new personal characteristics are developed, and new models of human resource management are established, which are capable of assuring fast adaptation and minimization of risks.