INTEGRATION OF DIGITAL HR TOOLS INTO THE HR MANAGEMENT SYSTEM OF A NUCLEAR ENERGY ENTERPRISE (THE CASE OF RIVNE NUCLEAR POWER PLANT)

Abstract

he article addresses fragmented use of digital HR tools at a nuclear energy enterprise and aims to improve a methodological approach to their integration into the human resource management system. The topic is relevant because isolated personnel, training and knowledge records do not ensure a traceable employee-development cycle under sector-specific qualification, safety and knowledge-retention requirements. The study combines process-cyclical, systems-integration, strategic-organisational, data-driven, employee-lifecycle and human-centred risk-based approaches with a structured case diagnosis of Rivne NPP. HR processes and data links, rather than individual employee records, are the units of analysis. The case is based on the author’s professional experience, system user materials and official open sources; restricted and personal data are not used. The diagnosis establishes that Persona consolidates personnel and organisational information and contains records related to the personnel reserve, professional training and knowledge checks. The ASCO distance-learning system supports learning assignments and schedules, access to learning-and-assessment materials, self-study, multimedia courses, computer-based assessment and the accumulation of results. However, there is no automated end-to-end connection among primary records, position requirements, competencies, onboarding, personnel-reserve readiness, succession and knowledge management. The proposed solution therefore retains Persona as the profile foundation and ASCO as the primary source of learning records. Only approved statuses, results and validity periods should be transferred according to defined ownership and access rules; detailed materials and protocols remain in ASCO. Oral knowledge checks remain unchanged, and their results are recorded only after the authorised commission’s decision. The article proposes an integrated HR framework, a diagnostic gap matrix, an extended profile structure, data roles, a pilot roadmap, performance indicators, economic-effect rules and risk controls. Its practical value lies in providing a controlled pilot design for HR, training, line management, IT and information-security units. Effects should be confirmed after the pilot using comparable baseline and follow-up data, non-overlapping benefits and acceptable residual risk.