MANAGING THE SOCIAL DEVELOPMENT OF THE TEAM AS AN IMPORTANT PART OF THE ENTERPRISE'S HUMAN RESOURCE MANAGEMENT SYSTEM

Abstract

The article is devoted to substantiating the strategic importance and high topicality of managing the social development of a work collective, positioning it as an indispensable and integrated component of the contemporary human resource potential management system within an enterprise. The core problem addressed is the fundamental shift in the management paradigm from the conventional resource-based approach to a human-centric model. This transition is particularly critical for enterprises operating in unstable and crisis-affected environments, such as those caused by military aggression and socioeconomic uncertainty in Ukraine, where the social aspect of personnel policy gains unprecedented macro- and micro-level significance. The study substantiates that the full realization of employees' professional knowledge and advanced skills is inherently dependent on their high internal motivation, psychological comfort, and profound sense of social security and organizational belonging.

The primary objective of this research is the theoretical justification and systematic delineation of the strategic directions for social development management, framing it as a crucial socio-economic instrument essential for the continuous preservation, dynamic capitalization, and most effective utilization of the enterprise's personnel potential. To achieve this objective, the authors delineate the precise essence of the complex concept «social development of an enterprise» and propose a structured, three-vector model of social influence on the collective, encompassing the three core pillars: «Protection and Well-being», which encompasses comprehensive social guarantees, professional health promotion, and enhanced psychological support mechanisms; «Development and Effectiveness», which is systematically achieved through clear goal setting, a structured system of regular performance feedback, and recognition acting as the primary intrinsic motivators; and «Culture and Resilience», specifically focused on creating a positive, ethically inclusive, and safe working environment while vigorously promoting a healthy work-life balance.

The article explores the intricate and often overlooked interrelationship between the quality and level of social protection afforded to employees and the resulting qualitative characteristics of the human resource potential, such as deep-seated organizational loyalty, proactive adaptability to change, intellectual capital growth, and sustained innovative activity. A key finding of the research is the determination that effective and systematic social development management acts as a crucial «investment filter». This filter transforms conventional expenditure on human resources into an inimitable strategic asset, which is absolutely indispensable for ensuring the long-term operational viability and sustained competitive growth of the enterprise. By proactively mitigating critical internal risks, such as high staff turnover, rampant professional burnout, and destructive internal conflicts, the integrated system ensures the continuous, proactive formation of a resilient, highly committed, and self-sufficient workforce. The research confirms that the systematic integration of these people-centric social instruments into the enterprise's overarching corporate strategy serves as the foundational element for achieving sustainable competitive advantages that are deeply rooted in a superior level of human capital and a cohesive, supportive organizational culture.