HUMAN RESOURCE POTENTIAL MANAGEMENT AS A STRATEGIC VECTOR FOR ENSURING THE SUSTAINABLE DEVELOPMENT OF AGRICULTURAL ENTERPRISES IN THE CONTEXT OF DIGITALISATION
Abstract
The article demonstrates that, in the context of digitalisation, human resources are a key strategic factor in ensuring the sustainable development of agricultural enterprises. It demonstrates that digital technologies alone cannot guarantee long-term competitive advantages, as their effectiveness depends on personnel's ability to integrate innovative solutions into production and management processes. The article emphasises that the sustainable development of agricultural enterprises is shaped more by the qualitative characteristics of human capital, such as digital competencies, motivation to learn, and readiness for organisational change, than by technical modernisation. The authors clarify the concept of the 'human resource barrier to digitalisation', interpreting it as a set of competence, educational, motivational, organisational, and psychological constraints that hinder the effective implementation of digital technologies and reduce their impact on enterprise development. The authors argue that this barrier is systemic in nature, formed at the intersection of human resources, management practices, and the institutional environment. Particular attention is paid to staff distrust of 'black box' technologies, which are perceived as opaque, complex, and potentially dangerous in terms of loss of control over management processes. This increases psychological resistance to digital transformation. The authors propose a conceptual model in which human resources act as an integrator between digital technologies and the sustainable development of enterprises. The authors argue that it is through personnel that digital innovations are transformed from a formal attribute of modernisation into a real factor in increasing the efficiency, adaptability and competitiveness of agricultural organisations. The article outlines a five-stage mechanism for overcoming the human resource barrier to digitalisation. This mechanism comprises the following stages: diagnosis of the human resource risks of digitalization; formation of a human resource strategy that is consistent with the enterprise's digital strategy; development of the digital competencies of personnel through continuous learning; motivational support for employees to participate in digital projects; institutionalisation of change by embedding digital requirements in performance appraisal and career growth systems.Implementing this mechanism enables the transformation of human resources potential from a limiting factor of digitalisation into its key driver.
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