FORMATION OF HR STRATEGY FOR PERSONNEL DEVELOPMENT AS A FACTOR OF INCREASING THE COMPETITIVENESS OF AN ENTERPRISE

Abstract

The article examines the theoretical and methodological foundations of forming an HR strategy for personnel development as a key factor in increasing enterprise competitiveness in an unstable and dynamic environment. It is substantiated that under the conditions of digitalization, globalization, and labor market transformation, human capital becomes a decisive source of sustainable competitive advantages. An effective HR strategy ensures the alignment of personnel development goals with corporate and business strategies, contributing to higher labor productivity, innovative capacity, and organizational adaptability.

The study analyzes modern scientific approaches to HR strategy formation, which interpret it as a comprehensive system of managerial decisions encompassing workforce planning, personnel development and training, motivation, performance evaluation, corporate culture formation, and HR branding. The main stages of HR strategy formation are identified, including the analysis of external and internal environments, formulation of strategic HR objectives, human resource planning, implementation of development programs, and assessment of HR effectiveness.

Special attention is paid to the role of HR analytics and key performance indicators (KPIs) in evaluating the effectiveness of personnel development strategies and determining their impact on financial performance, labor productivity, and enterprise competitiveness. The expediency of applying digital HR technologies, big data analytics, personalized development programs, mentoring, coaching, and gamification tools is substantiated as means of increasing employee engagement, loyalty, and professional growth.

The paper emphasizes that modern HR strategies should be flexible and adaptive, taking into account the spread of remote and hybrid work formats, changes in employee motivation, and the growing importance of psychological well-being. It is concluded that the formation of an HR strategy for personnel development is a continuous, multi-level process that integrates human capital into the strategic management system of the enterprise and ensures the creation of long-term competitive advantages in a rapidly changing business environment.