Actual problems of innovative economy

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Structural changes in the human resources policy of agricultural enterprises in the conditions of digitalization

УДК: 005.95

DOI: https://doi.org/10.36887/2524-0455-2020-4-10

Застрожнікова Ірина Володимирівна,
кандидат наук з державного управління, доцент, доцент кафедри публічного управління, адміністрування та права, Таврійський державний агротехнологічний університет ім. Дмитра Моторного,
ORCID ID: 0000-0002-9988-5288

Abstract.

The article considers the analysis of structural changes in the personnel policy of agricultural enterprises, the impetus for which was digitalization. Human resources are considered as an active factor in improving the competitiveness of agricultural enterprises in terms of changing the nature of production, the transition from traditional technologies to flexible production facilities. It is shown that the use of digital technologies in all spheres of activity has led to the transformation of qualitative characteristics of labor resources. A possible approach to human resource management in an unstable external environment is proposed. Its application leads to the restructuring of the organizational structure of personnel management (management of the organization, line managers, personnel services), its acquisition of signs of simplicity, decentralization, flexibility. The most urgent tasks of the personnel management service of the agricultural enterprise are highlighted, among which: analysis of personnel potential and personnel needs; personnel marketing; business career planning and control; professional and socio-psychological adaptation of employees; work motivation management; analysis and regulation of group and personal relationships; management of industrial and social conflicts; information support of the personnel management system; evaluation and selection of candidates for vacant positions; legal issues of labor relations; ergonomics and aesthetics of work. In accordance with the tasks, the personnel management system is presented through a set of subsystems with a specific functional content. The model of the current state of the personnel management system of the production organization is presented, where as basic elements (components) it is proposed to accept: the system of goals of the organization, the current quantitative and qualitative state of its personnel and the current quantitative and qualitative state of the workplace system. The directions of changes in the processes of personnel management as a response to the challenges of digitalization (digital workforce, digital workplace, digital HR), as well as directions of digitalization of the personnel management process (application of integrated mobile applications and automation of HR processes; digital integration with cloud systems) HR-analytics and Big Data; application of VR-technologies; artificial intelligence.

Key words: personnel policy, personnel potential, agricultural enterprise, digitalization, digital technologies, human resources.

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The article was received 04.09.2020