Development of an organizational and economic mechanism for digitalizing of personnel formation process in organizations

Abstract

Introduction: In most organizations, people management has long moved beyond discrete HR procedures. Business resilience to market volatility, regulatory pressures, and technological shifts depends directly on how quickly needed specialists are found, how smoothly they transition into their roles, and how they refresh their skills. Recent years have only intensified this dependence: the environment has grown less predictable and decision cycles shorter. Under such conditions, value lies less in the mere presence of IT tools and more in the ability to govern them as a single mechanism with clear data policies, harmonized metrics, and transparent roles [1].

Purpose of the Article: The purpose of this article is to develop a conceptual structure of a software solution for personnel management, to justify the mechanism of digitalizing the process of personnel formation within organizations, and to propose a methodological approach for its implementation.

Objective of the Article: The main objective of the article is to conduct a systematic analysis of the digitalization of workforce formation under societal instability; to formulate a conceptual mechanism (4×3 matrix) and the (data - metrics – reporting) sequence based on literature and public cases; to assess effects on recruitment, onboarding, and learning using empirical examples; and to outline key challenges and provide methodological recommendations for implementation and for improving the flexibility of HR systems; develop and describe the concept of a software tool for digitalizing personnel development processes.

Research Methods: Analysis and synthesis of scholarly sources; comparative analysis of public cases; process modeling; expert judgment.

Research Results: A conceptual model is proposed in a 4×3 matrix format (four components-organizational, economic, technological, HR-across three levels-strategic, tactical, operational). We justify a “data sequence” of data - metrics - reporting; define a minimal HRIS-ATS-LMS core; specify shared master data and event-based API integrations. A starter set of 8-12 KPIs is outlined to measure effects, and a four-step implementation route is proposed: diagnostics, design, pilots, and continuous improvement. Public cases illustrate shorter hiring cycles and reduced learning costs through automation of bottlenecks and platform-based L&D. The concept of a software tool for digitalization of personnel formation processes is described.

Prospects: Going forward, research should focus on several key directions: the analysis of the results of the development and implementation of the proposed software solution for personnel management; assessing how digital tools affect enterprises’ competitiveness; developing updated approaches to financial management based on digital solutions; deepening the integration of organizational processes through digital technologies; building models for measuring and managing the risks associated with the use of digital technologies; and refining the concept for the digitalization of workforce formation. processes.