УПРАВЛІННЯ ЦИФРОВОЮ ТРАНСФОРМАЦІЄЮ МЕНЕДЖМЕНТУ ПЕРСОНАЛУ ЧЕРЕЗ ЦИФРОВУ HR СТРАТЕГІЮ

Abstract

The world around us is changing. The workforce is changing rapidly. The pandemic and the war have drastically shortened the business path to remote and hybrid work models. The advent of technology and data makes personnel management easy and more complex at one time. Business processes of personnel management are undergoing significant changes under the influence of digitalization. For this transformation to be manageable and meet organizational needs, digital HR strategy formation is necessary. Theoretical understanding and modernization of context defining the new challenges of the digital HR transformation, its stages, components and elements, and the development of a digital HR strategy for the transformation of personnel management are necessary. The article is devoted to the study of the paradigm of digital HR strategy forming, namely: concepts, components, principles, and stages of its forming in organizations. The relationship between the concepts of digital HR transformation and digital HR strategy is substantiated. Vectors and stages of digital HR transformation are highlighted. The components of the digital HR transformation are summarized and characterized, and the components of the digital HR strategy are selected based on them. The introduction of new HR technologies must be supported by a digital HR strategy, which is a detailed plan for the digital transformation of personnel management. To sustain the digital transformation of HR management, companies need a clear digital HR strategy that will involve a strategic rethinking of the use of digital HR technologies to increase business value; rules for forming and implementing a digital HR strategy. The software has enormous potential, but it is important to approach the choice strategically. Any investment in new technology should be tied to specific company goals and have a detailed deployment plan. Modern business tasks cannot be solved using outdated solutions, so traditional sets of HR competencies will not be sufficient; they need to be updated to include new means of communication and critical analysis. In addition, HR teams cannot and should not allow others to make important technological decisions for them, impose on them solutions that are not designed specifically to solve the problems of personnel management of a specific business environment; and, instead, take the initiative to develop and implement a digital HR strategy.