PERSONNEL PROVISION IN THE MODERN ORGANIZATION: CHALLENGES AND STRATEGIC DIRECTIONS

ABSTRACT

The article is devoted to the analysis of the current challenges of personnel provision faced by modern organizations. The author identifies the key problems of forming a high-quality human resources potential, which is a critical factor for the sustainable development and competitiveness of any enterprise. The research is based on the use of analytical and statistical methods, as well as a review of recent publications on personnel management. The paper examines such pressing issues as the demographic decline, the mismatch between the skills of job seekers and the requirements of employers, and high staff turnover. A special focus is placed on the impact of digital transformation on the structure of personnel demand. As a result of the analysis, the author formulates a set of strategic measures aimed at solving personnel problems. These include the development of corporate training and upskilling programs, the implementation of a proactive talent management strategy, and the optimization of the recruitment and adaptation processes. The conclusion is made about the necessity of an integrated approach to personnel provision with the participation of management, HR departments, and line managers to build a stable and effective workforce.

Keywords: personnel, personnel provision, human resources, staff shortage, recruitment, talent management, digital skills, staff turnover.

Introduction

In the contemporary economic environment, characterized by high dynamism and competition, the quality of human resources becomes a key strategic asset of an organization. Personnel provision is understood as a complex systemic process aimed at meeting the organization's needs for personnel of the required quantity and quality. It encompasses not only recruitment but also the retention, development, and effective utilization of employees. The relevance of this topic is underscored by the increasing deficit of qualified specialists in various sectors of the economy, which poses a significant threat to the operational efficiency and innovative potential of companies.

The purpose of this article is to analyze the current challenges in personnel provision and to develop strategic directions for its improvement. To achieve this purpose, the following tasks are set:

1. To identify the main external and internal factors creating challenges for personnel provision.
2. To analyze the consequences of a shortage of qualified personnel for organizational performance.
3. To propose strategic measures for building an effective system of personnel provision.

Main Body

1. Key Challenges in Personnel Provision

Modern organizations operate in a complex environment that generates numerous challenges for forming a stable and qualified workforce.

• Demographic and Market Factors: Many regions face a demographic decline, leading to a shrinking labor market. Furthermore, globalization and the "war for talent" intensify competition for the best specialists, making it difficult for small and medium-sized enterprises to attract them.
• Skills Mismatch: There is a growing gap between the competencies possessed by job seekers and the skills required by employers. The rapid pace of technological progress, especially digitalization, makes many existing skills obsolete and creates a high demand for new ones, such as data analysis, cybersecurity, and working with AI systems.
• High Staff Turnover: Increased mobility of the workforce and changing employee values lead to high turnover rates. This not only incurs significant costs for recruitment and onboarding but also leads to a loss of institutional knowledge and negatively affects team morale.

2. Strategic Directions for Improving Personnel Provision

To overcome the identified challenges, organizations need to transition from reactive recruitment to a strategic and holistic approach to personnel management.

• Development of Corporate Training and Upskilling Programs: Given the skills gap, companies cannot rely solely on the external labor market. It is necessary to invest in internal personnel development. Creating corporate universities, organizing workshops, and funding courses for employees allow for "growing" specialists with the required competencies tailored to the specific needs of the organization.
• Implementation of a Talent Management System: A proactive approach to talent management involves not only attracting but also systematically identifying, developing, and retaining key employees. This includes creating individual development plans, implementing mentorship and coaching programs, and building a clear system of career advancement, which increases employee loyalty and motivation.
• Optimization of Recruitment and Adaptation Processes: To increase the efficiency of recruitment, it is advisable to use modern tools such as HR analytics to forecast personnel needs and analyze the effectiveness of hiring channels. Equally important is a well-structured adaptation process that helps new employees integrate quickly into the team and organizational culture, reducing the likelihood of early dismissal.

Conclusion

The personnel provision of a modern organization is a multifaceted and critically important management task. The challenges of the demographic situation, the rapid updating of technologies, and the changing expectations of employees require a fundamental revision of traditional approaches to working with personnel.

As the study shows, the solution lies not in isolated actions, but in the implementation of an integrated strategy. This strategy should combine targeted investment in the development of internal human capital, the introduction of proactive talent management practices, and the technological modernization of HR processes. The success of such a strategy depends on the consolidated efforts of top management, the HR department, and line managers, for whom personnel work should become one of the key priorities. Only by building a reliable system of personnel provision can an organization ensure its long-term stability and competitiveness in the market.

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