HUMAN RESOURCE RISK MANAGEMENT IN THE ANTI-CRISIS MANAGEMENT SYSTEM OF AN ENTERPRISE

Abstract

The purpose of the article is to study the theoretical foundations and practical aspects of personnel risk management, as well as to substantiate ways to minimize them in the conditions of a crisis state of the enterprise.

The relevance of personnel risk management as a critically important component of anti-crisis management of the enterprise in conditions of martial law and economic instability was substantiated. It is established that personnel risks include the probability of losses due to professional burnout, a shortage of qualified specialists and staff turnover, which directly affects the stability of business processes. Separate definitions of scientists of the concept of "personnel risks" were given. The main types of risks were systematized by groups, in particular strategic-institutional, security, socio-psychological, technological and operational-economic threats. Significant shortcomings in the system of professional development of personnel are revealed on the example of PrJSC "Khmelnytska maslosyrbaza", which are manifested in the lack of regular assessment of competencies and the passive role of management. The transformation of the management model is proposed through the transition from strict control to anti-crisis leadership, mentoring and the implementation of flexible Agile HR technologies. The effectiveness of microlearning tools, gamification and automation of HR processes is determined to increase the objectivity of assessment and employee engagement. Attention is focused on the development of cross-skilling as a means of ensuring the continuity of production in conditions of mobilization load and staff shortage.