FEATURES OF HUMAN RESOURCE MANAGEMENT IN THE SOCIOCULTURAL SPHERE UNDER MARTIAL LAW

Abstract

PRESENTATION AND PURPOSE OF THE STUDY. The full-scale war in Ukraine has caused dramatic changes in all areas of public life, including the sociocultural sphere. Institutions in this sector face not only economic and logistical challenges, but also critical issues in human resource management. The instability of the external environment, forced displacement, emotional burnout, staff shortages, and the need to adapt to crisis conditions have significantly affected HR processes. Under martial law, personnel management requires new strategies that combine flexibility, resilience, and psychological support for employees. The purpose of this article is to analyze the peculiarities of personnel management in the sociocultural sphere under martial law and to identify effective approaches to maintaining performance and team cohesion in such extreme conditions.

RESEARCH METHODS. The article applies general scientific and special methods, including analysis, synthesis, comparison, systemic approach, expert evaluation, situational modeling, and SWOT analysis. These tools allowed for the identification of key trends, risks, and adaptive management mechanisms within cultural and social institutions operating during wartime.

THE RESULTS. The study emphasizes that effective HR management during martial law should focus on psychological resilience, team motivation, flexible forms of employment, decentralization of decision-making, and the introduction of digital tools for remote coordination and communication. The article also highlights the importance of leadership skills, empathy, and trust in team interactions. Institutions that demonstrated proactive HR policies were better able to retain staff, preserve institutional memory, and ensure service delivery continuity. Specific attention was given to the development of support programs for internally displaced cultural workers and the implementation of short-term contracts and volunteer-based staffing models.

CONCLUSIONS. In wartime conditions, personnel management in the sociocultural sphere becomes a factor of institutional survival. The ability to quickly reorganize workflows, maintain employee morale, and implement adaptive leadership models is critical. The experience of wartime HR practices may lay the foundation for a new, more resilient model of public management in Ukraine's cultural and social sectors. Strategic investment in human capital, emotional intelligence, and agile organizational structures is key to sustainability in crisis conditions.

KEYWORDS: sociocultural sphere; human resource management; martial law; crisis leadership; motivation; staff adaptation; digital tools; institutional resilience.