PERSONNEL DEVELOPMENT MANAGEMENT AS A STRATEGIC TOOL FOR INCREASING THE COMPETITIVENESS OF AN ORGANISATION

Abstract

THE STUDY AIMED to analyse the approaches to personnel development management and its role in shaping the long-term competitive advantages of an organisation.

THE METHODOLOGICAL BASIS OF THE STUDY was a systematic approach, analysis of statistical data, comparative analysis and case studies of Ukrainian organisations. The study discussed three main approaches to staff development: traditional, competence-based and innovative, with practical examples of application in Ukrainian and international organisations.

RESULTS. The study determined that the most effective approach was a combined approach that combined elements of all three models and adapted to the specifics of the business. The analysis of Ukrainian workforce development demonstrated a decline in employment in key sectors of the economy, especially in industry (from 2.2 million people in 2020 to 1.7 million in 2023), construction (from 329 thousand to 242 thousand) and agriculture (from 576 thousand to 457 thousand), due to the war, the economic crisis and changes in the labour market. At the same time, the IT and telecommunications sectors showed steady growth, indicating a change in demand for professional skills and the need to develop employees' digital competencies. A comparative analysis of Nova Poshta and Kyivstar demonstrated that both organisations invest in staff development through flexible work models, internal training programmes and incentive systems. Nova Poshta demonstrated dynamic growth in revenues from UAH 16,902.9 million (2020) to UAH 44,779.9 million (2024) and expansion of assets from UAH 7,300.4 million to UAH 31,466.6 million over the same period but faced a decline in net profit due to an increase in expenses from UAH 3,967.2 million (2023) to UAH 2,500.3 million (2024). At the same time, Kyivstar showed stable profitability of 11,331.5 million UAH in 2024, compared to UAH 10,542.6 million in 2023, and large-scale investments in infrastructure, which contributes to its long-term competitiveness (the organisation’s assets also more than doubled from UAH 27,013.4 million to UAH 66,444.2 million). Recommendations on strategic management of personnel development were developed to introduce continuous training, adaptation to technological changes, flexible work models, increase staff motivation and implement anti-crisis support programmes for employees.

KEYWORDS: innovation; flexibility; professional training; integrated approach; human resources.