STRATEGIC ANALYSIS OF ENTERPRISE PERSONNEL USING A COMPETENCE-BASED APPROACH

Abstract

The article substantiates approaches to strategic analysis of enterprise personnel in the context of digital transformation of the economy. It is proved that traditional models of personnel management, focused on formal qualification characteristics, do not meet the requirements of a dynamic and technologically saturated labour market. The aim of the study is to provide scientific and methodological substantiation and development of tools for strategic analysis of personnel on the basis of a competency-based approach, taking into account the needs of digital transformation, which will ensure assessment of the compliance of human resources with the strategic guidelines of the enterprise and the formation of target areas for personnel development. The study used a combination of general scientific and special methods: system analysis, expert evaluation, cluster analysis, elements of content analysis, comparative and graphical methods to visualise the structure of competences. A model for strategic analysis of personnel is proposed, which combines the stages of assessment of professional, soft and digital competencies using Gap analysis and clustering. This model is based on the integration of a competency-based approach with the principles of digital analytics and clustering, which allows to assess human resources potential taking into account the level of digital maturity of staff. Based on the results of the employer survey and cluster analysis of employees' competencies by NACE sections (G, H, I, J, K), the article identifies industry differences in the structure of key and additional competencies. Particular attention is paid to digital competencies, in particular, ‘working with databases’ and ‘computer skills’, which are of the highest importance for enterprises in the transport and logistics sector. It is proved that strategic HR management should include a digital component as an indicator of readiness for change, which implies the need to update job profiles, development programmes and HR strategies in accordance with the principles of the competency-based approach. The practical significance of the obtained results lies in the possibility of applying the developed model to form digital job profiles, individual employee development trajectories, optimisation of personnel in accordance with the strategic goals of the enterprise, as well as in the introduction of systematic monitoring of the digital maturity of personnel.