DEVELOPMENT OF PERSONNEL MANAGEMENT IN THE CONTEXT OF GLOBALIZATION AND INSTABILITY

Abstract

The article examines the development of personnel management under conditions of globalization and environmental instability. The study is relevant because contemporary organizations operate in a dynamic environment shaped by technological change, intensifying competition, crises, and external uncertainty. Under such conditions, traditional approaches to personnel management become less effective and require substantial revision. The purpose of the article is to identify the priority directions for transforming the personnel management system with regard to digitalization, adaptability, risk-oriented management, and the growing role of human capital. The research is based on the use of general scientific methods, including analysis, comparison, generalization, and systematization. It is established that the development of personnel management is connected with the transition from a traditional administrative model to a human-centered, flexible, and technologically integrated model focused on competence development, stronger corporate culture, better internal communication, and higher managerial adaptability. The study shows that the key directions of personnel management development include the digitalization of HR processes, flexible forms of work organization, renewed motivation mechanisms, the development of employees’ digital competencies, and the integration of risk management into personnel policy. Particular attention is paid to the need to create an internal environment that supports professional development, employee engagement, organizational resilience, and a timely response to continuous change. The scientific novelty lies in the systematization of the main directions for updating personnel management in the context of globalization and instability. The practical significance of the results lies in the possibility of applying the proposed provisions to improve organizational sustainability, management effectiveness, and the quality of managerial decision-making. The obtained results may also be used in designing HR strategies aimed at sustainable organizational development.