CHANGE MANAGEMENT THROUGH THE LENS OF HR: ADAPTING THE TEAM TO NEW REALITIES

Abstract

In response to the unprecedented challenges caused by the full-scale war, Ukrainian organizations are facing the need for rapid and profound organizational change, making the study of HR approaches to adaptation particularly relevant both in the national context and for international practice. This article explores the role of HR practices in ensuring effective organizational change management under crisis conditions, with a specific focus on the context of the war in Ukraine. The theoretical foundation of the study is based on five key change management models – Lewin, Kotter, ADKAR, Bridges, and McKinsey 7-S – which encompass various levels of transformation, from structural and individual to psychological and cultural dimensions. The paper analyzes contemporary research emphasizing the proactive role of HR as a driver, communicator, and facilitator of adaptive processes. The empirical component includes case studies from international experience and Ukrainian organizations during wartime, particularly in the IT sector, public administration, and healthcare. Key challenges in HR-led change initiatives are identified, including employee resistance, loss of trust, skill shortages, cultural barriers, and financial constraints. The study proposes an original model of the HR adaptation cycle, consisting of five consecutive stages: challenge identification, rapid response, stabilization, retraining, and future readiness. The model illustrates the cyclical nature of adaptation and the need for flexible responses to emerging conditions. It is emphasized that the HR function is not only a supportive, but also a strategic component of change management, capable of integrating human potential, digital tools, and organizational culture into a cohesive mechanism for resilience and development.