STRATEGIC MANAGEMENT OF HUMAN RESOURCES IN THE SPHERE OF ENTREPRENEURIAL ACTIVITY

Abstract

The purpose of the article is to study the concepts of strategic management of human resources in the field of entrepreneurial activity. Strategic HRM builds the bridge between an organization’s business goals and the people who achieve them. In this tactical role, HR has a broader scope and must refocus its responsibilities. The focus becomes on equipping people to best support the direction in which the company is moving. These practices include hiring, promoting, and rewarding employees, creating and maintaining a high-performance business culture, and organizational design to add value and achieve competitive advantage. Strategic HRM focuses on creating a talent management system that manages behavior and culture to support the organization’s long-term business goals. HR has traditionally been considered an administrative function focused on specific tasks. It was distant from the activities of company management and was largely reactive. It met employee needs as they arose. However, it was not aware of where the company was going or anticipating what might happen. Traditional HRM answered employee questions about HR policies, but did not create policies based on the company's long-term goals or find ways to engage employees in them. With a strategic HRM plan, HR teams are more proactive because they are integrated into business strategies. They understand and are aligned with the company's goals. This involves planning and taking action to ensure the organization has the people it needs to achieve its goals. Gaining a competitive advantage - Knowing exactly where management wants to take the organization allows HR to focus on the skills and abilities employees need to do the work required to achieve the goal. Through effective talent management, training, and development, SHRM can result in a more competent and skilled workforce that will provide a competitive advantage over competitors. Adapting to change - A strategic approach to HRM means constantly looking to the future, allowing organizations to anticipate changes in the business environment and quickly adapt to them. Plans can be adjusted to take into account technological advances, changes in the market, or changing demographics within the company. In doing so, HR supports, motivates, and communicates with employees throughout the adjustments. Thus, the use of digital technologies in a company with young employees is a method of motivating and increasing the interest of young employees (especially Generation Z) in work. In addition, it is possible to note the positive impact of digitization of the personnel management process on the improvement of the company's HR brand.