Personnel Management Digital Model Based on the Social Profiles’ Analysis

Abstract

This paper examines a new approach to defining the task of personnel management in the digital age, taking into account the fundamental changes in internal communications stemming from an increasing use of digital platforms such as intranet, blogs, bulletin boards, instant messaging, and social networking sites. Personnel social media presence plays internal communication roles and thus relates to technologies of social profile analysis regarding employee interaction within the digital economy. The research aims at examining the task of personnel management based on data deriving from social media, for instance social networking sites and other social media tools, with the development of a relevant model for personnel management assessment. It could be shown that communication becomes one of the important aspects of personnel management, which consists of, i.e., human resources planning, recruitment, onboarding, assessment of individual work effects, as well as staff training, rewarding and motivating employees. Effective communication is a prerequisite for carrying out the above-mentioned tasks and performing work effectively. This means that the digital management of personnel can be viewed as a complex task, assuming that organizations operate less by using any formal connections and more by instilling in employees such feelings as feeling inspired, technologically advanced, and proud (on the basis of social media analytics). This paper presents theoretical foundations for developing a model for personnel management with consideration of the distinct employee features based on social media data and included in the assessment process. This allows the same approaches to be used for future research and modeling for assessing team effectiveness. In this paper, a methodological and instrumental solution to the current problem of creating the most effective work team in a digital ecosystem is proposed. The tools proposed to make it possible to create the most potentially effective work team based on the automated processing of natural information contained online on social profiles of potential members of the work team. At the same time, the level of communication compatibility acts as the criterion for the potential effectiveness of the work team. This is an innovative solution for the existing method of managing personnel.

Labor resource potential in the economy of Russia and Belarus

“…In addition to the listed requirements for the resource labor potential, where their volume and availability are considered, important elements are the remoteness from the places of use of this type of resource, transport security, the correspondence of the costs of using labor resources to the possibilities of effective demand. A significant element here is the system of laws, norms, rules and procedures for organizing joint activities when using a certain type of resource [9].…”

Big Data Analysis in Human Resources Decision Making: Optimizing Workforce Management

“…By continuously analyzing data, organizations can identify opportunities for innovation in workforce management, optimize organizational structures, and design policies that support sustainable growth (Luo et al, 2022). Big Data is not only a tool for understanding organizational performance but also a catalyst for building an adaptive, influential, and data-based decision-making culture at all levels of the organization (Barykin et al, 2020).…”

Improving Personnel Management by Organizational Projects: Implications for Open Innovation

“…As far as the methodological level is concerned, the economic focus of HR management projects is identified in the article and the assessment of it is determined to be based on two factors: determination of the commercial efficiency and the impact of the project on operational characteristics of the enterprise. The goal of this study consisted in clarifying some important issues regarding the increase of the level of digitalization of HRM processes (taking into account the definition of digital ecosystems [61], as well as the features of the personnel management digital model [62]), such as both developing clear criteria for assessing the effectiveness of such projects and determining the regulatory framework for costs and incomes from improving personnel management systems for enterprises of different industries and types of activities, sizes, and specializations.…”