Development Of Personnel Potential Research Articles

ЗНАЧЕННЯ ТЕХНОЛОГІЇ УПРАВЛІННЯ ПЕРСОНАЛОМ У СИСТЕМІ РОЗВИТКУ КАДРОВОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВА

The article defines the place of human resource management technology in the management system of an industrial enterprise and clarifies the interrelationships of its components. It is proved that the management system is not only a set of methods ortechniques, but a complex set of interrelated, logically consistent actions in the areas of organization, management, decision-making and motivation. It is found that the problemof personnel management at domestic industrial enterprises is the low status of the personnel service and the insufficiently high quality of training of specialists in this area.It has been researched that the personnel management process (PMP) can be considered as a sequence of four stages: at the first stage, the functions covering all types of management activities at all levels of the enterprise management subsystem are implemented; at the second stage, PMP determines the formation of management methods; at the third stage, PMP includes the formalization of management methods, accompanied by the creation of mechanisms for their transformation into official documents, such as orders, instructions, guidelines, etc.The paper proposes a technology for analyzing the personnel structure of an industrial enterprise. The authors substantiate methodological provisions for the formation of components of the enterprise personnel management technology, The article defines the importance of personnel management technology in the system of development of personnel potential of an enterprise.It is determined that the technology of personnel management is an important element of the management system of an industrial enterprise. It is the main tool of managers, since each management technology used in the management system helps management personnel to act effectively and respond quickly to dynamic changes in the current conditions of the enterprise. The most important components of HR management technology are the following: marketing and personnel planning technology, recruitment and personnel accounting, personnel training, and personnel evaluation.Keywords:management technology, human resources, development, personnel, labor resources, industrial enterprise.

Демографическое образование – важнейший фактор социально-экономического и демографического развития региона

The article is devoted to substantiating the importance of demographic education and raising the level of awareness of the population about the current demographic situation and its expected negative consequences. At the same time, public opinion is formed in support of the demographic policy measures of the country or individual regions. The need for such studies is due to the insufficient consideration of demographic issues in the development and implementation of program documents. Science and practice have proved that an important tool of socio-economic and demographic development is the demographic expertise of legislative acts and program documents regulating certain spheres of the national economy. For its high-quality implementation, specialists of various profiles with demographic knowledge are needed. The article draws attention to the existing regional and professional imbalance in the teaching of demographic cycle disciplines in Russian universities. The article draws attention to the existing regional and professional imbalance in teaching the disciplines of the demographic cycle in Russian universities. The paper analyzes the results of research by a number of authors on the problems of demographic education and the demographic development of Russia, including collective research carried out by recognized research centers, such as the A. G. Vishnevsky Institute of Demography of the Higher School of Economics, the Center for the Study of Population Problems of the Faculty of Economics Moscow State University named after M.V. Lomonosov, Coordinating Center for the Development of Personnel Potential in the Field of Demography of the Institute for Demographic Research of the Federal Research Sociological Center of the Russian Academy of Sciences. When writing the article, the results of sociological studies conducted by major research centers were also analyzed: the Institute of the Public Opinion Foundation, the Levada Center and others. We support the idea of the expediency of widespread implementation of the educational module program “Fundamentals of Demography”, especially in multidisciplinary higher educational institutions and faculties of the humanities in Russia and its regions.

FORMATION OF AN ORGANIZATIONAL AND ECONOMIC MODEL FOR THE DEVELOPMENT OF PERSONNEL POTENTIAL OF AGRICULTURAL ENTERPRISES

This article examines the approach to forming an organizational and economic model for developing personnel potential for an agricultural enterprise. It is based on her American (European) and Japanese management experience. According to the author, such a model is seven steps that the organization must go through and allows to manage this process in the long term. Stages of development of personnel potential: 1. Formation of the management coalition of the enterprise from five categories of potential participants – senior managers, team managers or line managers, “first line” employees, young employees, and personnel specialists. 2. Forming an idea of the future workforce with a view to the future without complicating the process, measuring success, and focusing on a few topics that will have real meaning. 3. Assessment of existing opportunities (available personnel potential), and 4. Determination of the distance – “gap” in the personnel potential, the purpose of which is to determine the length and discrepancies between the realities and the aspirations of the future. 5. Creating a map of the development of personnel potential, based on the understanding that organizations are systems that develop dynamically, and system thinking is a way to manage the dynamics of the company’s development and mark dead zones. 6. Modeling the driving forces of the development of personnel potential, managing the processes that create values, and understanding the forces that come in support of and against changes. 7. Transition to actions. As a result, a model was proposed, which consists of providing agricultural enterprises, regardless of organizational form, size, capital structure, and owners, with an understanding of the formation of personnel potential, which, along with the enterprise’s products, acts as a value. The proposed approach is the result of the further development of ideas about the living strategy of the organization, taking into account the laws of randomness, causality, and will, focusing on the long-term perspective.

CONCEPTUAL FOUNDATIONS OF THE HUMAN RESOURCES MANAGEMENT SYSTEM IN VOCATIONAL AND TECHNICAL EDUCATION INSTITUTIONS

The article reveals the main content of vocational education personnel management as a complex process with specific features and regularities. Understanding these processes is necessary for managers of modern educational institutions, employees of personnel services to ensure the constant development of personnel potential, increase the efficiency, and quality of work of vocational education institutions. The trends in the development of vocational education have been identified, which influence its development, contributing to the training of qualified workers who can meet the needs of the modern labor market, in particular: changing the focus of vocational education to practical training of students; the need for constant updating of students’ knowledge and skills; cooperation between educational institutions and employers; focusing on the development of soft skills such as communication, leadership, cooperation and problemsolving. It was found that the head of an individual vocational and technical education institution is not fully responsible for the work of his institution, as it is regulated by state structures at the local and state levels, as a result of which there is limited funding and legal resources. The role of motivation and stimulation in management is substantiated personnel in vocational and technical education institutions for the development of their personnel potential. It was concluded that in vocational and technical education institutions, the development of personnel potential includes professional training, retraining and advanced training of personnel, as well as personnel career planning. In order to ensure the competitiveness of specialists, it is necessary to implement more active forms of training, to pay attention to the issues of motivation and career planning of pedagogical workers. It is advisable to work with personnel in a modern vocational education institution taking into account the specifics and adapting traditional methods of personnel management to the conditions of the vocational education institution.

Goal orientation: rethinking the healthcare system of Ukraine

The functioning of the health care system is undergoing reform, which requires a detailed study of its formation and functioning at the current stages. The authors conduct an analysis of the organizational structure of the health care system, including levels of management, medical facilities, funding, and human resources. The article examines the organization of management levels in the health care system of Ukraine, including the Ministry of Health, regional and local governing bodies, and medical institutions at the level of cities, villages, and regions. The role and functions of each level of management, their interaction and responsibility in regulating and coordinating the activities of the health care system are described. The financing of the health care system in Ukraine is also analyzed, including sources of financing, mechanisms for the distribution of funds, financial stability, and challenges faced by the health care financing system in the country. The article examines in detail the organization and functioning of medical institutions in the health care system of Ukraine, including hospitals, polyclinics, dispensaries and other medical institutions. The authors describe the role and functions of various medical institutions, their interaction and the organization of the provision of medical services at different levels of the health care system. In addition, the personnel potential of the healthcare system of Ukraine is considered, including personnel resources, training and qualification of medical personnel. Describes the role of medical personnel in the health care system, including doctors, nurses, pharmacists, and other health workers. Challenges and prospects in the field of development of personnel potential of the health care system in Ukraine are analyzed. Attention is drawn to the challenges and prospects of reforming the health care system in Ukraine, including the role of regulation, financing, organization of medical facilities, and development of personnel potential. The authors draw conclusions about the need for further efforts to improve the functioning of the health care system in Ukraine, in particular by expanding access to medical services, improving the quality of medical care, effective use of financial resources, and development of human resources.

PERSONNEL POLICY IN THE CONDITIONS OF BANI WORLD: MOTIVATION TOOLS FOR INTELLECTUAL PERSONNEL, SOCIAL AND ECONOMIC SECURITY MANAGEMENT OF THE ORGANIZATION

The purpose of the study was to establish the place of staff motivation in the system of ensuring intellectual and personnel security of the organization and to identify effective management tools for stimulating staff to effective and loyal behaviour in the process of performing professional duties. Method. In the research process, the method of content analysis of scientific sources and literature, generalization, systematization and addition of the work of domestic and foreign scientists were used in the search for means of managerial influence on the motivation of personnel to work. A graphic method of visualization of individual provisions, assumptions and conclusions obtained in the research process is used. Results. The content essence of the concept of motivation is characterized by such categories as stimulus, creativity, reward, aspiration, interest, desire. It is proposed to use motivation to develop personnel potential and ensure a high level of intellectual and personnel security in such areas as: a combination of material and non-material forms of motivation, promotion of lifelong learning of personnel, application of an individual approach to motivation, use of clear and understandable career growth parameters, fixation of incentives for self-development of employees in personnel policy. In the realities of BANI World, the motivation will be the creation of a favourable working atmosphere for employees, the emotional background of teamwork, and minimum guarantees of employment stability. Establishing channels of two-way communication between managers and employees will allow top-management to find out the needs, wishes and interests of the staff and take them into account in a timely manner when making management decisions. Scientific novelty. Content elements of the concept of personnel motivation are summarized. The specifics of using motivation for the development of personnel potential in enterprise management have been established. The motives of people to work are determined and the features of the BANI World environment, in which modern enterprises function and their personnel work and live, are characterized. The parameters of personnel motivation are proposed, which should be fixed in the personnel policy of the business entity in order to lay the foundations for the motivational toolkit to strengthen the state of intellectual and personnel security. Practical significance. The proposals presented in the study can become a framework for the section of personnel policy of enterprises, devoted to the mechanisms of personnel stimulation. They can be used to select parameters for rating employees in the process of performing their job duties in order to identify those who deserve stimulation in one form or another.

КАДРОВА ПОЛІТИКА НА СВІТОГЛЯДНО-ЦІННІСНІЙ ОСНОВІ

The article substantiates the necessity of using a worldview-value approach to the formation of personnel policy as a modern conceptual basis for the development of the intellectual potential of society. It is emphasized that in the personnel management system personnel policy has a special role as it covers key aspects of personnel activities aimed at ensuring the effective operation of the organization. Personnel policy organically combines ideology with mechanisms that determine the priority areas of development of each organization depending on strategic goals and conditions. The main milestones of the perception of the human factor in the activities of organizations are characterized in accordance with the historical stage of development of society and the economy. Emphasis is placed on modern challenges that highlight the human resource as a special value. It is noted that the ideological personnel policy under the influence of today's trends unfolds in the direction of worldview and value orientations aimed at personnel development, talent management, effective communication, preservation of mental health of personnel, harmonious team cooperation. The modern principles of formation of personnel policy on a worldview and value basis are defined and characterized, among which the principle of human-centrism, which becomes dominant in the conditions of war and permeates all areas of personnel policy, is highlighted. The main functions of personnel policy aimed at the implementation of tactical and strategic tasks of the organization and strengthening of personnel potential are highlighted. The important priorities of personnel policy at the state and local levels caused by the war were determined. The conditions that ensure an effective personnel policy are specified, in particular: a combination of professionalism, creativity and spirituality, acquisition of new competencies in accordance with industry 5.0, search for motivational mechanisms and technologies for the return of highly qualified personnel, reduction of the deficit in the labor market, ensuring personnel safety. Among the wide range of components of personnel policy, the features of formation, preservation, restoration and development of personnel potential in accordance with the worldview and value concept are emphasized. The expediency of further research in the direction of concretizing the content of personnel policy with new elements in accordance with the influences of the external environment is substantiated.

РОЗВИТОК КАДРОВОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВА В СУЧАСНИХ УМОВАХ: ТЕОРЕТИЧНІ ТА ПРАКТИЧНІ АСПЕКТИ

The article considers theoretical aspects of the "human resources" concept and its development. In particular, approaches to the semantics of the "human resources" concept were given; the constituent elements of the enterprise’s human resources potential were characterized. There are: personnel, professional, physiological, qualification-intellectual, organizational, structural, cultural, moral, moral and psychological components. The components of ensuring the development of organization’s human resources were characterized. Among them are: financial, organizational, informational, motivational, scientific and methodological support. Attention was paid to practical aspects of the enterprise’s human resources development in modern conditions. In particular, the functions of human resources management (planning, organization, motivation, control) were characterized. The directions of improvement of human resources management were proposed, among them are: providing equal opportunities for promotion according to transparent criteria, creating conditions for the protection of personnel health and safety, providing opportunities for the growth of qualification level, development of staff competencies, creating a comfortable social and psychological microclimate in the team, matching the level of remuneration with the level of individual contribution to collective success, creating an atmosphere of trust in the team and individual units, forming a team spirit, etc. The need to include in the priorities of the company's policy and strategy – ensuring the development of personnel potential – is indicated. Systematic, permanent, but moderate personnel development should be included in the value set of the enterprise. Emphasis was placed on the need to unite the team not only by common goals, but also by common ideas of development. Special attention was paid to such a method of human resources development as mentoring, in particular, such types as mentoring-supervision, formal and informal mentoring, situational and "cross" mentoring. The advantages of this method were given in terms of a systematic approach to management (for a new employee, for a mentor, for the organization as a whole).

Зміст економічних криз та їх вплив на формування та розвиток кадрового потенціалу підприємств

The article discusses the essence of the economic crisis, its stages and classification, as well as the causes of economic crises. The crisis is the most important element of the self-regulation mechanism of the market economy, the life cycles in the activities of enterprises, as a form of movement of the market economy, have their focus on the crisis, in which both the limits and the driving forces of economic growth and development of enterprises are revealed. Studying economic crises at the global level will help the business community learn how to get out of them quickly and painlessly. By causing a massive moral loss of fixed capital, the crisis paved the way for large-scale investment and a new level of technology. Thus, the moral exhaustion of technology and the driving force of scientific and technological progress transform the restoration of fixed capital into synchronized reproduction on the scale of the entire economy. The crisis of formation and development of human resources is one of the most difficult problems faced by enterprises in various industries. This can lead to reduced productivity, increased employee turnover, increased conflicts, and other problems. One of the causes of the intermediate crisis is the lack of formation and development human resources and insufficient analysis of the labor market. As you know, modern society is trying to improve the standard and living conditions every day, and only this can ensure sustainable economic growth. With regard to overcoming all types of economic crisis in terms of the formation and development of human resources of enterprises, it is necessary to improve the skills of employees; acquire the competence of employees in the position held; conduct an effective personnel policy; improve corporate culture; develop a strategy for the development of staffing; manage effectively knowledge and the leader must make organizational changes. If this is done in the future, it will mean creating credit channels for commercial banks for money. However, observations show that long-term economic growth is not uniform, but constantly evolving with periods of economic instability and even crisis. The topic of the current economic crisis is very relevant, because if we do not know the cause of the economic crisis, we cannot find a way out.

ASSESSMENT OF DEVELOPMENT OF PERSONNEL POTENTIAL OF ENTERPRISES IN MODERN BUSINESS AND ECONOMIC PROCESSES ACCORDING TO THE COMPETENCE APPROACH

The article established the relationship between the structural elements of the personnel potential and the competencies of employees, which proved the relevance of the application of the competence approach in the management of the personnel potential of the enterprise. The characterization of employee competencies by structural elements of personnel potential was carried out, which made it possible to propose criteria for evaluating the level of competence for various categories of positions (specialists, managers), which serves as a reference point in evaluating the personnel potential of the enterprise. The conceptual provisions of the application of the competence approach in the human resources management system of the enterprise, which are expedient to implement using successive stages, are deepened: competence-oriented formation of human resources, which provides for the optimal competence composition of personnel adapted to changes in the internal and external environment, and the systematic implementation of successive measures to analyze the state of human resources on competence matching, determination of goals and objectives of the formation of human resources focused on the development of competencies, determination of the need for personnel based on competence profiles, development of a plan for the formation of human resources and its implementation; assessment of personnel potential based on the competency approach; providing a system of motivational measures for the development of competencies; management of the development of personnel potential, which consists in training, training, retraining of employees, focused on the acquisition and expansion of competencies, ensuring promotion and career planning, taking into account the level of competence of employees; creation of conditions for the implementation of measures to develop the personnel potential of the enterprise. The conducted theoretical analysis made it possible to draw conclusions that, according to the results of the conducted research, we found an even distribution of the staff of VKF “Bzhilka”, the negative aspects of staffing consist in a low proportion of managers and specialists, a low proportion of employees who have higher education and improve their qualifications, a decrease in the actual numbers Approbation of our proposed methodical support for evaluating personnel potential based on the competence approach using developed evaluation criteria, an expert method for determining the level of competence by main categories of positions, statistical methods for clarifying the consistency of experts’ opinions, and a ranking method for determining the level of personnel potential by components made it possible to receive an overall score of 7.5 points for the group of specialists of VKF “Bzhilka”, and 8.85 points for the group of managers. (from 10). It has been proven that the proposed methodical support for the assessment of personnel potential based on the competence approach allows the application of this assessment method for any banking institutions operating on the territory of Ukraine. It was found that important factors in the management of the development of personnel potential are the creation of an environment favorable for professional development and the development of personnel potential and the improvement of the management organization in order to ensure the necessary conditions for the implementation of measures for the development of the bank’s personnel potential. Ensuring the necessary conditions for the implementation of personnel development measures should be considered: improvement of the functional and organizational structure; improvement of working conditions and organization; appropriate technical, methodical and legal support; supervising the observance of the professional ethics of the behavior of employees; ensuring awareness of employees; deepening and expanding personal security and stability.

Structural and logic scheme understanding in the context of developing personnel potential of an agricultural enterprise

The topic of human resources development is so extensive and global for enterprises that, first, it needs clarification of its content. In the article, we specified a chain of concepts: personnel, personnel potential, personnel value, potential benefits and losses, development of personnel potential of an agricultural enterprise or enterprises, clarified their content, formed a structural and logical scheme of these concepts. This is important, because when "personnel" is confused with "staff" or "human resources" in research, the focus of attention shifts when forming a system or measures for their development. In our opinion, when developing personnel, we think about its diversity, renewal of its mental state, worldview, personality development, because the "person" is at the center. Developing labor resources, we focus on productivity, efficiency of investments (financial, material) in achieving return on human labor. Developing personnel, emphasis is put on the professional and special component, leadership qualities, the ability to organize and attract, to lead to the achievement of the goal. What will this goal be in the context of agrarian business, both the business itself and the urgent needs that exist in the economy and society are determined. To clarify the concepts, we turned to several dictionaries, Ukrainian and international, to research the etymology of the concepts and note the omitted meaning. The personnel potential of an agricultural enterprise is the opportunities and prospects, first, economic, created by human resources, the advantages they provide. Personnel potential can be measured in terms of potential gains or potential losses. This should be the focus on the development of personnel potential of an agricultural enterprise or enterprises. Keywords: personnel potential, human resources, agrarian enterprise, structural and logical scheme, personnel

DIGITAL TRANSFORMATION IN THE FIELD OF HR PROCESSES: DIRECTIONS, PROBLEMS AND OPPORTUNITIES

The purpose of the article. The development of provisions regarding the formation and use, directions, problems and opportunities of digital transformation in the field of digitalization of HR processes in business under modern business conditions is considered. The article examines the peculiarities of the development of digitalization in the management of the development of personnel potential among domestic enterprises, which requires the application of the experience of foreign countries, which are focused on business optimization, effective IT solutions, and ensuring the quality of personnel. The main directions of the development of management systems in the conditions of digitalization of management are determined, such as: promoting the acceleration of innovative initiatives, prognostic monitoring of the market environment, assessment of factors affecting the company's competitiveness, development of road maps based on industry priorities and customer experience. Along with this, the formation of personnel potential, complex synchronization of all types of activities, development of culture and competencies of information exchange, modernization of IT systems, application of analytics and Big Data are considered. An organic combination of digital HR with mobile applications, social networks, cloud technologies, virtual reality, artificial intelligence to create favorable conditions for improving the work of employees, recruiting and firing personnel, etc. has been determined. Methodology. Digital transformation of HR is a change in the functioning of HR through the use of data in all areas: payroll, performance management, learning and development, profit, compensation, motivation and recruiting. The data on the priorities of HR specialists regarding investments in recruitment activities are shown. As can be seen from the statistics, corporate websites are considered the most important element of recruiting, while the application tracking system is the next priority. Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: first, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of service personnel management of the organization, but also informal involvement in the implementation of strategies, in particular, the development of obligations of employees to the organization to implement the strategy; secondly, the general management of the organization and the heads of the personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development of labor potential and record the achievement of each goal. Digitalization is a necessary process of development of modern enterprises in the conditions of the neo-economy. It is designed to simplify and speed up work with large databases, to ensure the automation of all types of activities (main and auxiliary operational, investment, financial), to improve communication with customers, suppliers and partners and all institutions of the external environment, to form new principles of interaction within the enterprise – between divisions, employees, management, transition to new organizational forms of management. Practical implications. Today, the development of ICT (digitalization) is a factor that changes the pace of enterprise development. ICT contributes to the increase of the motivation of employees, development of their creative thinking, also allows to save working time, multimedia tools and interactivity contribute to a better presentation and, at the same time, the information presented is also assimilated. Modern ICT maximally changes management methods – workplace, type of activity, interests, circle of partners. It is appropriate to single out the following means of mass introduction of fundamentally new ICTs, which caused qualitative changes in enterprise management: mainframes; personal computers; Internet; specialized global networks; cloud computing; Internet sensors, etc. Using all the opportunities of ICT and turning them into a real competitive force becomes the main task for managers. Value/originality. Updated practices, supported by a new type of manager with a new way of thinking, help to strengthen and develop innovative teams. In terms of capabilities, HR provides digital transformation by offering technologies capable of monitoring workforce performance in real time, implementing innovations, and "using feedback to make informed decisions by managers". Digitalization of society has radically changed people's lives and opened up new opportunities in the field of HR. At whatever stage of digital development each individual organization is, the strategy of people management and IT personnel occupy a central place in its strategic priorities, which determines the conditions for long-term development. The digital transformation of HR affects all types of businesses, from the largest corporations to the smallest micro-firms. It includes the transition from long-standing and traditionally used resources, tools and processes (such as filing cabinets and contact lists) to digital means of information storage.

Інструментарій збереження та розвитку інтелектуального кадрового потенціалу промисловості України

The problems associated with the total loss of the industrial potential of Ukraine, caused by the full-scale invasion of Russia into Ukraine, have deepened even more due to the intensification of migration processes and the outflow of professional personnel. The most important lever of the post-war recovery of the industry should be the rational realization of its most valuable capital – the intellectual resource. Therefore, the issue of preserving, consolidating, and developing the intellectual potential of industry has become an acute issue for our country today. The article examines the problems and peculiarities of the intellectual personnel potential development of Ukraine’s industry, exacerbated by the collapse of industrial production, the loss of qualified workers, the strengthening of migration processes, the lagging of professional education from modern production requirements, the decline in the prestige of engineering professions, and the non-availability of the priority of the STEM approach in national professional education. The authors focus on the rapid development of technologies, which increases the requirements for acquiring modern knowledge, professional qualifications, competencies, and the opportunity to receive life-long education. Ukraine’s European integration progress needs to consider the foreign experience of cooperation between education and business to improve the qualifications of personnel and support the intellectual personnel resource in implementating the policy for the development of STEM disciplines and the involvement of young people in national programs to eliminate gaps in skills and knowledge. The subject of the study is the development of proposals for state bodies regarding the preservation, consolidation, and development of the intellectual resource of industry in the post-war reconstruction of the country. The purpose of this publication is to determine how to preserve and develop the intellectual personnel potential for the post-war recovery of the industry, considering the implementation of Ukraine’s European integration aspirations regarding the development of personnel competencies, skills, and abilities.

STRATEGIC MANAGEMENT IN ENSURING ECONOMIC SECURITY IN THE DIGITAL ECONOMY AND THE VUCA WORLD

The importance of strategic management and strategy development for determining the benchmarks of functioning and development of the economic security system is substantiated. This article describes the role of strategic management in ensuring the economic security of the business entity. The peculiarities of the organization of security-oriented company strategic management in the conditions of the expansion of the digital economy, Industry 4.0, as well as the peculiarities of functioning in the VUCA World have been determined. The paper proposes the use and formalization of the main characteristics of the strategy of security-oriented digital development and the strategy of personnel potential development with a focus on economic security. The proposals are based on the strategy of security-oriented digital development to lay the need for business transition to the digital plane, and digitalization of business processes with awareness and anticipation of all the risks that will accompany such transformations. To protect companies from reputational risks and with the awareness that the organization of effective risk management is impossible without the participation of persons, specialists, experts, etc., a paper proposed a strategy for human resources with a focus on economic security. The algorithm of its implementation involves the determination of the skills and competencies that staff will need in a few years in the context of continuing instability and uncertainty in the company environment and taking measures for their formation and development.

РОЗВИТОК КАДРОВОГО ПОТЕНЦІАЛУ ЗАКЛАДІВ ФАХОВОЇ ПЕРЕДВИЩОЇ ОСВІТИ НА ОСНОВІ КАДРОВОЇ СТРАТЕГІЇ

The article considers the theoretical and applied aspects of the development of professional higher education institutions' human resources on the basis of personnel strategy. The urgency of the study is due to the reform of the education system, competition in the market of educational services and the objective need to develop human resources, significant needs for specialists in the real sector of the economy to restore Ukraine in the postwar period. The purpose of the study is to work out recommendations for the development of the higher professional education institution' human resources on the basis of personnel strategy. The research methodology includes methods of generalization, synthesis and observation. The article summarizes the the concept of professional higher education institutions' human resources, identifies quantitative and qualitative characteristics and components of human resources. The factors of higher professional education institutions personnel potential development are given. The requirements to be met by the personnel strategy for human resources development are presented. A possible variant of the personnel strategy for the higher professional education institution personnel potential development is proposed, which contains the goal of the personnel strategy, a set of auxiliary goals, achievement indicators. This version of the personnel strategy can become a "road map" in making personnel management decisions in terms of the educational institution's long-term development, can be implemented in the process of higher professional education institution human resources managing.

THEORETICAL BASIS OF THE FORMATION AND USE OF AGRARIAN BUSINESS ENTITIES PERSONNEL POTENTIAL IN UNSTABLE CONDITIONS OF THE EXTERNAL ENVIRONMENT

The formation, use and development of the personnel potential of agrarian business entities are based on the principles of the current corporate business strategy forms, which are the basis for unifying the values of the business entity and employees, a high level of corporate culture, high-quality performance of personnel, reducing the level of personnel turnover in the agrarian business sphere, increasing trust in company management, achieving a synergistic effect of current and strategic agrarian management. The effective development of personnel potential forms the prerequisites for ensuring the country's food security and increasing its export capabilities. The peculiarities of the agrarian sphere of the economy in the context of managing the development of personnel potential at the level of business entities are outlined. The principles of the development of personnel potential of agrarian business entities are substantiated. The architecture of the management system for the development of personnel potential is proposed, with an emphasis on the unit of the subsystem providing personnel potential and the functional unit of the management system of personnel potential. The key functions of working with the personnel of agrarian business entities in the unstable conditions of the external environment are revealed. Based on the system approach to the management of personnel development, the interaction of the elements of this management system should provide a synergistic effect through the effective use and target vector orientation of all its components. The management system for the development of personnel potential includes the block of the subsystem of the personnel potential (legal support, information and technical support, formation of personnel potential, planning, evaluation, analysis, selection of accounts and personnel audit) and the functional block of the personnel potential management system, which is a set of main functions of HR-agro-management, which are aimed at the organization and use of personnel to achieve the set goals and objectives of the agricultural company. Keywords: personnel potential, principles of development, management system, subjects of agrarian business.

Vectors of Developing Personnel Potential in Science

Success of academic work depends greatly on the level and dynamic of developing academic potential and its integral part, i.e. personnel potential. The goal of the research is to study the standing of academic potential, to compare its key characteristics in leading countries of the world selected for the research and to search for funds necessary for improving the efficiency and effectiveness of academic work. In the research the following methods were used: system and historic approaches, methods of induction and deduction, statistic and economic analysis, sociological observations, content analysis and expert assessments. The author found the dependence of academic work results on the standing and dynamics of personnel potential development in conditions of passing over to industry 4.0. New trends in state policy in science were identified, which are stipulated by globalization (de-globalization) processes, fast proliferation of information and communication technologies, steps aimed at overcoming social and economic after-effects of the corona-virus pandemic. The interrelation between specific features of the organization and financing of academic institutions and final results of their functioning was demonstrated. The author proved the key role of personnel potential of science and showed its impact on state policy. The necessity of choosing vectors of development and transformations in state policy in science was substantiated. The article drew conclusions about the need of further changes in science, search for innovative forms of academic work regulation and their practical use for strengthening the material and technical base and personnel potential of science.

КАДРОВИЙ ПОТЕНЦІАЛ ЗАБЕЗПЕЧЕННЯ СОЦІАЛЬНО-ЕКОНОМІЧНОГО РОЗВИТКУ УКРАЇНИ В СУЧАСНИХ УМОВАХ

The economic content and specifics of the “personnel potential” concept at the individual, micro, and macro levels have been investigated. The study explored the component structure of personnel potential characterized by the presence of demographic, educational and knowledge, qualification, and motivational components. The paper examines factors affecting the formation, use, and development of personnel potential. The main stages of evolutionary changes in personnel potential have been singled out. The problems and risks of deteriorating the quantitative and qualitative characteristics of the personnel potential associated with the impact of crisis phenomena in the demographic, social, and economic spheres have been identified. It was noted that in the conditions of the war, there was a gradual narrowing of the demographic base for the reproduction of personnel potential due to the migration outflow of a significant part of the working-age population; reduction of the number of jobs. It has been proven that to increase the efficiency of the use of personnel potential at the micro, meso, and macro levels, it is advisable to improve the practice of forming the personnel reserve. The need was shown to stimulate employers improve employees’ skills and qualifications by obtaining assistance from the state employment service on the organization of professional training. The main directions for improving the quality of personnel potential at the regional and national levels are defined as an elaboration of the strategies for the development of personnel potential at the national and regional levels, preparation of the training programs, and upgrading of qualification of management personnel of local authorities. The directions are substantiated to minimize the risks and overcome the negative consequences of the deterioration of the quality of personnel potential to ensure the stabilization and acceleration of the recovery of the country’s economy based on innovation.

Linking Tourism Routes by using a Logistics management system in Chawang District, Nakhon Si Thammarat Province

The objectives of this research are 1) to study the needs of tourists towards tourism models in Chawang district, Nakhon Si Thammarat, and 2) to manage the linkage of tourism routes by using a logistics management system in Chawang District, Nakhon Si Thammarat. The research tools used for collecting were questionnaires collected from four hundred tourists who traveled in Chawang district and qualitative research, interviews were used with the government and private sectors, people in communities, and entrepreneurs in Chawang district, Nakhon Si Thammarat. There were fifteen samples The statistics used in the data analysis were frequency, percentages, mean and standard deviation (S.D.). The results of this research found that 1. Most tourists prefer to travel to natural tourist attractions with two hundred and thirteen people followed by cultural tourism sites with one hundred and fifty-two people and agricultural tourism with thirty-five people. 2. The results from the study of the tourists’ demand level for logistics services in the tourism aspect, Chawang district, Nakhon Si Thammarat, consisted of physical flow, information flow, and financial flow.  It showed that the tourists had a high level of needs in all three aspects. The most demanding aspect was the financial flow with the demand for goods/services, payment via credit/debit, or pay for goods/services via QR Code with mobile applications, followed by the information flow, the tourists want to get the map’s leaflet that gives the information about the direction, location of the places, and the physical flow, the tourists want to travel and stay in the safe accommodations and the safe communities, respectively. Reference Branford, M., and Lee, E. (2004). Tourism and Cultural Heritage in Southeast Asia. Bangkok: SEAMEO – SPAFA. Buranawimonwan, N. and Sukphet, K. (2018). “Tourism Logistics Context: Physical Flow on the Tak route - Mae Sot,” Journal of Dusit Thani College, 12(2), 80-96. Chaichan, T. (2012). Logistics Management for Tourism in Wang Nam Khiao District, Nakhon Ratchasima Province, Suranaree Journal of Science and Technology, 6(2), 17-33. Chantani,M. and Plangklang, L. (2017). Personnel Potential Development in the Community for Tourism Management Community Sustainability, Lat Chado Subdistrict, Phak Hai District, Phra Nakhon Si Ayutthaya Province, Phetchabun Rajabhat Journal. 19(2), 45-55. Chittangwattana, B. (2005). Thailand's Timeless Business Tourism Industry, Bangkok: CP Book Standard. Chomborisut, B. (2020). Linking tourism resources and activities of Chon Daen District to promote tourism at Sustainability of Phetchabun Province, Master of Science, Naresuan University, Phitsanulok. DeeSiltham, K. (2005). Logistics Management. Bangkok: Manager. Division of Tourism and Sports Economics. (2018). Tourism situation, December Bangkok: Ministry of Tourism and Sports. European Parliament, Luxembourg. (2002). European Union Action in the Tourism Sector – improving support measures for sustainable tourism. searched on November 22, 2019, retrieved from https://www.pik-potsdam.de/avec/peyresq2003/talks/0917/sillence/ background_literature/stoa103sum_en.pdf Goossens, (2000). Tourism Information and Pleasure Motivation. Annals of Tourism Research. 27(2):301-321. Jaroonsrirotikamjorn, W. (2017). The efficiency of Logistics Management of Tourist Attractions in Kamphaeng Phet Province, Journal of Modern Management Science. 10(2), 213 – 229. Mancini, M. (2005). Access introduction to travel and tourism. Australia: Thomson/Delmar Ministry of Tourism and Sports. (2011). The Ministry of Tourism and Sports Strategy No. 4 (2017-2021), searched on October 20, Retrieved from Morgan, N and Prichard, A (2000). Advertising in tourism and leisure. Oxford: Butterworth- Muller, H. (2001). Tourism and hospitality into the 21st Century. In A.lockwood & S.Medlik (Eds). Tourism and hospitality in the 21st Century. Oxford: Butterworth- Heinemann. Silcharu, T. (2009). Research and statistical analysis with SPSS. 10th edition. Bangkok: Business R&D. Sorat, T. (2009). Warehouse and Distribution Management Manual. Bangkok: V-Serve Logistics. Textor, R. B. (1980). A Handbook on ethnographic futures research. 3rd Cultural and Educational Futures Research Project, School of Education and Department of            Anthropology, Stanford University, Stanford, CA. Thongwilai, B. (2016). Survey Component Analysis of Pranburi Tourist Route Prachuap Khiri Khan Province For Thai tourists, Master of Arts: Bangkok. Uttayan, C. (2018). Tourist behavior, searched on October 25, 2019, retrieved from          http://Touristbehaviour.wordpress.com. Wanichbancha, K. (2006). Statistics for Research, 2nd Edition. Bangkok: Chulalongkorn University Book Center. Wongcharoenchaikul, S. (2018). A Study of Cultural Tourism Development Guidelines, Muang District, Uthai Thani Province, Master of Business Administration, Silpakorn University: Bangkok.

ОРГАНІЗАЦІЙНО-ЕКОНОМІЧНІ ЗАСАДИ ФОРМУВАННЯ СТРАТЕГІЙ РОЗВИТКУ КАДРОВОГО ПОТЕНЦІАЛУ БІЗНЕС-СУБ’ЄКТІВ АГРАРНОГО СЕКТОРУ

The article substantiates the organizational and economic principles of the formation of strategies for the development of personnel potential of business subjects of the agrarian sector. It has been established that the justification and selection of strategies for the development of personnel potential of agricultural business entities is determined by a significant number of conditions and factors that are formed under the influence of factors of the external and internal business environment, the adopted concept of agricultural management, the current strategy for the development of agribusiness and the features of the personnel management mechanism of the enterprise. The main stages of forming a strategy for the development of personnel potential of agricultural companies are highlighted. It is emphasized that the mechanism for the implementation of the personnel development strategy should be built taking into account the organizational and methodological provisions of the current personnel management system and contain specific levers, tools and functions that will ensure the achievement of the strategic goals and objectives of HR-agro-management and management of agrarian business as a whole. Training and improvement of the professional abilities and skills of employees is highlighted as a key priority and the main tool for implementing the strategy of developing the personnel potential of agrarian formations. It is proposed to choose onboarding, advanced training courses, online training, practical seminars and trainings, internships and coaching as the main methods of implementing the strategy of personnel development. In addition, staff involvement in teamwork, recognition and motivation based on work results, prospects for employee self-realization, development of team leadership and career growth, and tools for staff feedback to management are highlighted as important tools of the personnel potential development strategy. The special role of the organizational and economic mechanism of the strategy for the development of personnel potential of business entities of the agrarian sector is emphasized, which by its functional purpose is the core of the general architecture of HR-agrimanagement, is based on flexible, adequate to modern realities, tools, methods, functions and a system providing support for the management process.