Модель Компетенций  Рекрутера В Эпоху Технологичности  И Цифровой Экономики

Васильчиков, Алексей Валерьевич; Gagarinskaya, Galina; Обущенко, Т.Н.

doi:10.18334/et.5.4.39652

Cited by 3 publications

(2 citation statements)

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“…The authors pay attention to the fact that HR organizations should plan the changes needed for meeting the requirements of the digital transformation of the enterprise. The article presents some recommendations for the transformation of HR departments at the initial stage of digital transformation [17,18].…”

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confidence: 99%

Promising Areas for Developing HR Managers' Competencies in the Digital Age

2021

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The rapid development of technologies is creating a new digital reality in human resource management. In the context of the transition to the digital economy and transformation of traditional classical organizations to digital ones, digital management decentralization will take place on the basis of digital technologies. The most important characteristic feature of a digital organization is interaction of the HR service with employees using mobile applications. Predictive HR analytics, employee-centered professional training, feedback not only at the vertical level but also at the horizontal level requires the development of new competencies of HR specialists. Based on the authors' research, implemented by a temporary creative team, the practice of developing managerial competencies in the process of digital transformation is analyzed using the example of HR management services in organizations at different levels of digital maturity. The study has shown understanding on the part of HR specialists that automation has a significant potential and will be in demand in all the companies, regardless of their size. The transition from a traditional organization to a digital one will require changes in the qualification requirements for HR specialists, readiness of HR specialists to acquire new digital competencies, to develop their professional skills and personal abilities.

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Section: Introductionmentioning

confidence: 99%

Promising Areas for Developing HR Managers' Competencies in the Digital Age

2021

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“…Різні аспекти впливу пандемії COVID-19, карантинних обмежень, зниження темпів діяльності, ще більшої диджиталізації всіх процесів стали предметом дослідження вітчизняних і закордонних вчених [3][4][5][6], а також великих консалтингових компаній [2; 9] і багатьох інформаційно-аналітичних ресурсів [1; 8]. Зокрема, про розширення ролі HR говорить дослідження компанії Deloitte 2021.…”

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The Current Trends in Recruitment Processes in the New Socio-Economic Conditions

Vasylyk¹,

Kupriian²

2021

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A generalization of changes and challenges formed by the novel socio-economic reality allowed to systematize trends in hiring of personnel, in processes and methods of recruitment in the context of pandemic restrictions and increasing digitalization. Among these trends are the following: use of artificial intelligence and robots; automation of processes; use of aggregation; use of social networks; application of HR analytics; the consequently wider use of freelance; simultaneous work with generations XYZ; focus on employee experience (EX), etc. These changes affect the competence model of a recruitment specialist, in which traditional competencies are supplemented with new, they become updated and acquire new features. In the pandemic conditions flexibility, adaptability and stress resistance are being activated. Along with this, general psychological competence remains relevant, which involves the use of appropriate methods and instruments in remote work; the role of emotional intelligence increases. The new socio-economic reality also requires the ability to find and implement innovative solutions, to perform related functions – promote the employer’s brand, attend the processes of onboarding and adaptation of newly accepted employees in the context of remote work or hybrid labor regimes during pandemic restrictions. In conditions of remote and mixed modes of work, the role of the ability of a recruitment specialist to maintain high productivity, compliance with optimal time, ensuring the result at optimal costs grows. The developed analytical abilities and dynamics of thinking, communicative competence in new conditions, ability to independently organize working day, work environment and recruitment processes, compliance with work-life balance also become key competencies. Accordingly, the role of a recruitment specialist today cannot be boiled down only to the search, selection, involvement of candidates, but is also supplemented by related functions and requires the use of a wide range of personal competencies. In modern conditions, a recruitment specialist should also combine the roles of HR for freelancers, a leader in the formation of new positions, an agent for collecting HR data, a HR for generations XYZ, a leader of well-being-oriented staff management, etc.

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Directions of formation of digital competencies of personnel of large companies

Oborin

2021

MUEB

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The article examines the directions in forming digital competencies of the personnel in big businesses in conditions of digitalization. Digital technologies influence labor processes and labor markets, raise the requirements for intellectual, creative approaches in solving situational production problems. The aim of the study is to develop a list of digital competencies necessary for large companies’ specialists performing various managerial and production functions characterized by multitasking in digital environment. Transformation of approaches to personnel management in conditions of technological advance is the new role of the individual, expansion of the potential, formation of new conditions and technologies for performing labor functions, flexibility and compromise in interaction with the employer. The methodological basis of the study are scientific and theoretical concepts of personnel management in conditions of digitalization, developed by national and foreign scholars and research teams. The empirical component rests on industry and production features of big businesses in Russia. The author identifies the trends in professional market expansion, the increasing role of competence approach to the development of human resources, the significance of digital competencies. Evidence from big businesses reveals the priority of individualization in training, the adjustment of acquired working skills in digital environment to the strategic and tactical needs of business. Effective interaction between an employee and the company implies the flexibility in mutual requirements and opportunities, striving for the end result, constant exchange of knowledge, skills and suggestions for improving the labor function. The findings offer the list of digital competencies necessary for big businesses’ specialists performing in novel digital environment. These competencies may lay the foundation of legal framework governing labor relations in narrow professional fields.

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Модель Компетенций Рекрутера В Эпоху Технологичности И Цифровой Экономики

Cited by 3 publications

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Promising Areas for Developing HR Managers' Competencies in the Digital Age

Promising Areas for Developing HR Managers' Competencies in the Digital Age

The Current Trends in Recruitment Processes in the New Socio-Economic Conditions

Directions of formation of digital competencies of personnel of large companies

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