Human Resource Policy and Enterprise Competitiveness: Strategic Orientations for Managing the Synergy of Interrelation
DOI:
https://doi.org/10.32515/2663-1636.2026.15(48).74-83Keywords:
personnel policy, enterprise competitiveness, synergetic relationship, strategic management guidelines, human resources potential, digitalization, influencing factors, investing, continuous development, wartime realities, post-war reconstruction.Abstract
The article examines the peculiarities of the synergetic connection between personnel policy and enterprise competitiveness in order to form effective strategic guidelines for human resources management. The purpose of the article is to investigate the features of the synergetic connection between personnel policy and the competitiveness of the enterprise in order to form effective strategic guidelines for human resource management.
The evolution of scientific thought is analyzed and the shift in the role of personnel policy is proven – from the rigid administration of the workforce at the initial stages of production to its transformation into the main tool of innovative development in the digital economy. The essence of the synergetic relationship between personnel policy and enterprise competitiveness is defined and its existence is substantiated. Four approaches to interpreting company competitiveness are systematized, and it is proved that its internal potential and market advantages are organically formed through the human factor, as any market advantage is created and implemented by specific people. The function of factors influencing the nature and dynamics of this synergetic relationship is revealed: external conditions (Industry 4.0 and 5.0, the labor market, the nature of competition) create challenges for the company, while internal factors (flexibility, investment in human capital, communications) determine its ability to respond to these challenges. The need for mandatory management of the synergy of such a relationship is justified for the conscious alignment of HR actions with the actual needs of the market competition.
Three basic strategic guidelines for managing the synergetic relationship between personnel policy and enterprise competitiveness are substantiated: market synchronization of personnel and market goals, proactive development of digital and flexible competencies of employees, and the creation of an adequate motivational environment. The practical application of the proposed guidelines allows converting any investment in personnel into a long-term market advantage, which contributes to the external success of the enterprise in a competitive environment. The critical importance of this approach is identified as a tool for business survival under current wartime realities and a key driver for the modernization of enterprises during the post-war reconstruction of Ukraine
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