HR MANAGEMENT AT AN INDUSTRIAL ENTERPRISE: TRANSFORMATION, INNOVATION, EFFICIENCY

Abstract

This article explores the strategic modernization of HR management at industrial enterprises, focusing on the case of PJSC "Poltava Mining and Processing Plant". It emphasizes the need for a systemic transformation of HR practices in response to ongoing changes in the global labor market, digitalization, ecological pressures, and the increasing need for socially responsible business conduct. The objective of this study is to identify effective and evidence-based directions for the modernization of HRM in the context of the mining and processing industry. The methodological framework of the research includes comparative and structural-functional analysis, economic modeling of HR-related interventions, and scenario forecasting. The paper presents the integration of dual education mechanisms in collaboration with higher education institutions, which contribute to bridging the gap between theoretical knowledge and production practice. The analysis covers the implementation of inclusive policies, involvement of underrepresented labor groups, development of internal reserves of the labor force, and digital transformation of HR processes through the use of software platforms and predictive analytics tools. The results confirm the feasibility of incorporating strategic HR measures into industrial production processes, particularly those aimed at enhancing motivation, reducing labor turnover, and improving skills development. The paper demonstrates that the integration of HRM into strategic planning directly affects profitability, operational flexibility, and the employer's reputation on the regional labor market. Special attention is paid to aligning organizational goals with employee values and fostering a sustainable working environment. The practical significance of this research lies in its contribution to the theoretical and applied understanding of HR transformation at industrial enterprises. The proposed recommendations can be used by HR departments of large companies operating under similar conditions. The article serves as a framework for aligning human capital management with broader development priorities, such as resilience, efficiency, and social responsibility.