FEATURES OF THE PROCESS OF ORGANIZING THE PERSONNEL MANAGEMENT OF THE ENTERPRISE FOR THE PRESERVATION AND DEVELOPMENT OF HUMAN CAPITAL

Abstract

Peculiarities of the process of organization of personnel management of the enterprise for the preservation and development of human capital have been studied. The impact of war on personnel management processes and management actions for the preservation and development of human capital is substantiated, it is determined what destructive consequences war actions have on various vectors of personnel management – on the selection of personnel, on the retention of specialists, on the motivation of personnel, on their training and development, on release of personnel and rotation of specialists. Tasks and characteristic features of implementation in modern conditions of various stages of personnel management are determined. Problems of personnel management are summarized, such as shortcomings in the process of recruiting and selection of personnel, neglect of the own needs and interests of personnel, insuf icient attention to issues of development and training, lack of ef ective systems for evaluating employees and reporting on their professional results and achievements, conflicts and inef ective corporate culture , lack of strategic planning of personnel employment, insuf icient budget for personnel management measures, changes in legislation and of enses. Measures for the preservation and development of human capital within the framework of personnel management are proposed. In order to preserve and develop human capital within the framework of personnel management, the following measures are proposed: retention of existing employees by of ering them flexible schedules, remote work from safe places, compensation for the cost of housing in safe regions, salary increases, etc.; activation of personnel rotation processes, discussion and agreement with employees of individual career trajectories, joint preparation of plans for additional training and professional development; organization of trainings, seminars, webinars on issues related to the development of both professional and social skills of personnel; compensation for training costs aimed at expanding the boundaries of professional competences, partial compensation for the cost of education, both informal and formal, that is not directly related to the employee's field of professional work.