Accelerated digitalization, uncertainty, rapidly changing work environment, and the spread of remote employment due to quarantine restrictions caused by the COVID-19 pandemic have led to differentiated requirements for HR managers in different sectors of the economy and the need to get quickly adjusted to new working conditions. This implies an increased importance of transferable competencies for HR managers, especially in advancing their flexibility and expanding employment opportunities. That is why the study aims to develop a universal model of transferable competencies of HR managers based on the analysis of global and local trends in demand on the labor market. Furthermore, a methodological approach is used to assess these trends based on behavioral indicators in rapidly changing conditions. The paper used a comparative analysis of the international experience in forming HR competencies and trends in demand on the Ukrainian labor market. The findings highlight the current transferable competencies of HR managers. They included the abilities to communicate effectively, use digital technologies confidently, work in multitasking mode, manage people and projects, effective self-management, and work in a team. The developed model of transferable competencies of HR managers and methodical approach to their assessment based on behavioral indicators provide an opportunity to diagnose the level of their development for effective work of HR managers in a distant mode, opportunities for trans-professionalism, and career growth.
The experience of the last year of business operation has highlighted the need to find new ways and approaches to managing people, through the crisis caused by the COVID-19 coronavirus pandemic. New socio-economic reality, digitalization and socialization are transforming the people management processes of, which, in turn, changes the modern requirements for HR competencies. The article’s purpose is to form a model of personnel manager competencies by clusters of general and professional competencies based on the implementation of best international experience in forming and developing HR competencies models and considering demand trends in the Ukrainian labor market in the segment «HR Management» in modern realities. To produce results, the following methods were used: abstract-logical to generalize the scientific literature; monographic and analogies to summarize the international experience of forming HR-competencies models; empirical for the analysis of trends in the formation of demand for HR-competencies in the Ukrainian labor market; modeling to develop a modern HR competencies model for Ukraine; generalizations to draw conclusions. The generalization of the current state of scientific research and international experience in modeling HR-competencies allowed to structure the current HR-competencies of SHRM, HRCI, CIPD and to develop proposals for their implementation in Ukrainian HR-practice. The analysis of the demand for HR-competence in Ukraine allowed to select the most popular of them by general, managerial, and special clusters; to identify the frequency of demand for HR-competences and calculate their weight level. On this basis, the structure of demand in the labor market of Ukraine in the segment of «HR-Management» was generalized. The influence of changes and challenges of the organization’s activity during the pandemic COVID-19 on the transformation of the roles of people management and the current HR competencies model in Ukraine is substantiated. Prospective directions of using the model for professional standard development, educational services improvement, and development of the national system of HR-certification for making better the quality and performance of the human resource management function in Ukraine are proposed.
The need to choose the best ways to implement corporate training processes in extreme conditions determines the relevance of research. The adaptation of traditional learning tools to distance learning using various methods and training programs is relevant. The aim is to determine the optimal digital tools (software and online platforms) for the successful implementation of the corporate training process in a remote format in the conditions caused by the COVID-19 pandemic and martial law in Ukraine. The main approaches to the implementation and conduct of distance corporate training are considered and the need for its proactive management is highlighted. The study summarizes the types of training, vocational training methods, the main factors influencing distance learning, and online training platforms. The survey highlighted current trends in the use of distance learning in Ukrainian business practice and its effectiveness. The survey results made it possible to draw a conclusion about the current role of distance personnel learning in business practices, as well as to determine the priority of forms of training and means of its implementation. The data obtained confirm that most companies in modern world are focused on retaining staff and maintaining their high skills to improve efficiency and conserve human resources even during a pandemic and war. Digital distance learning tools should be increasingly used in the corporate training and development system.
Abstract. Introduction. The new socio-economic reality that emerged during the COVID-19 pandemic crisis has forced modern business to adapt all its commercial processes, including the recruitment process, to “new norms”. Virtual communications are now becoming a daily standard since most companies face the impossibility to implement its recruitment processes in traditional ways successfully. This means that remote recruitment will become a new norm for implementation in the process of personnel management. Therefore, there is a need to find and examine the best digital forms and tools for remote recruitment during COVID-19 and in the post-pandemic period. Purpose. Despite the scientific achievements in the study of innovative and digital technologies of recruitment, there are no answers to the questions “How exactly should the recruitment process be implemented remotely?” and “What innovative recruitment technologies can ensure its effectiveness in the virtual digital environment?” All of this determines the need and relevance of the study. Therefore, the aim of the article is to define conceptual and applied foundations for remote recruitment implementation in virtual digital environment within the context of social distancing which is associated with the COVID-19 pandemic. Results. The article examines some innovative technologies for the remote recruitment process in terms of social distancing. The main tendencies of remote recruitment have been analyzed; the directions of recruitment process transformation in time of social distancing have been identified; recommendations for further transformation of the remote recruitment process have been developed. The article generalizes types of software for remote recruitment and forms a digital ecosystem model for remote recruitment, which includes digital tools for recruitment process automation, candidates attracting platforms, social recruitment technologies, artificial intelligence, and robotics tools. The main challenges and possible answers to digitalization and remote recruitment in the pandemic and post-pandemic periods have been validated. Conclusions. The remote format has significantly transformed existing trends in the recruitment process. These trends will shape new methods of attracting, selecting, and recruiting job candidates. Analysis of the methods and their peculiarities allowed us to conclude that its effective implementation in the digital environment depends on innovative technologies, namely: collaborative recruitment, marketing recruitment, employer branding, transfer (soft) skills, artificial intelligence, and selection. On the other hand, selection should consider, among others, socio-cultural diversity, candidate databases, digital selection, selection of project staff, recruitment based on big data, flexibility, and involvement of generation. To be effective, the recruitment process may use online advertising on job portals, artificial intelligence based on screening algorithms and resume filtering to select promising candidates, online skills testing, communication via e-mail messengers and recruitment chatbots, video interviewing. The following sequence of subprocesses is optimal for remote recruitment: planning and forecasting of workforce challenges, online vacancy announcements placing, usage of digital remote recruitment tools, usage of video interviewing, organization of constant communication with the remote recruitment team, organization constant communication with candidates and virtualization the process of adaptation. In our opinion, the current digital tools for automating remote recruitment include following groups of software: for screening candidates, for automating recruitment, for attracting talents, for video interviews and for operating with job platforms. The main way to ensure effective implementation of remote recruitment in the context of social distancing is to build and maintain a digital ecosystem of remote recruitment, which should include tools for automating recruitment processes, platforms for attracting candidates, digital technologies for social recruitment, artificial intelligence, and robotics.
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