FORMATION OF A HUMAN RESOURCE MANAGEMENT SYSTEM OF INDUSTRIAL ENTERPRISES USING INNOVATIVE TECHNOLOGIES
Abstract
The purpose of the article is to substantiate and develop a model for forming a human resources management system for industrial enterprises using innovative technologies, which ensures overcoming key personnel dysfunctions, increasing productivity and strengthening the strategic stability of enterprises in modern conditions of digitalization and structural transformations. Problem-oriented modeling methods were used to build a holistic HR system, as well as the method of structural-functional synthesis to determine the logic of interaction between digital tools, organizational processes and personnel practices. As a result of the work, a comprehensive model of the human resources management system of industrial enterprises was formed, integrating five functional blocks: digital personnel management platforms (HRIS, e-recruitment, LXP), HR analytics (People Analytics, BI dashboards, KPI/OKR), personnel development (Digital Learning, dual education, VR/AR simulations), social responsibility and well-being (ESG-HR, occupational safety, well-being), as well as a culture of continuous improvement (Lean/Kaizen, idea system, team retrospectives). It has been proven that each block solves a separate group of dysfunctions: digital platforms eliminate data fragmentation and long recruitment cycles; analytics improves the quality of management decisions; digital learning restores competence potential; ESG practices reduce personnel losses and burnout risks; Lean approaches enhance initiative and interaction. The proposed system works as a single cause-and-effect mechanism in which analytics strengthens HR processes, HR processes generate data for development, development ensures the renewal of human resources, and a culture of improvement consolidates changes at the institutional level. The results obtained can be useful for managers of industrial enterprises, HR directors, organizational development consultants, digital transformation specialists, as well as for scientists researching innovative approaches to human resources management. The model can be used as a methodological basis for the modernization of HR systems, the creation of corporate personnel development programs, the optimization of digital HR processes, and the implementation of ESG-oriented practices in the industrial sector.
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