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Formation of the Human Capital of the Enterprise in Terms of Recruiting
Ostapenko T. M., Kubetska O. M., Sidorov O. A.

Ostapenko, Tetiana M., Kubetska, Olha M., and Sidorov, Oleksandr A. (2024) “Formation of the Human Capital of the Enterprise in Terms of Recruiting.” Business Inform 3:329–335.
https://doi.org/10.32983/2222-4459-2024-3-329-335

Section: Management and Marketing

Article is written in Ukrainian
Downloads/views: 19

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UDC 658

Abstract:
The article summarizes the important elements of recruiting, which demonstrates to business entities the current state of personnel recruitment and will be practical advice for enterprises (firms) that are just thinking about modern methods of personnel selection and recruitment. The aim of the article is to generalize the experience of hiring personnel from the standpoint of recruiting (both at the level of employer enterprises and at the level of agencies, i. e. recruiting companies). The authors summarized the essence of the recruiting (recruitment) process, subject composition, significance for the enterprise, modern popular options for recruiting personnel, modern recruiting technologies, areas of business that serve recruitment, methods (tools) of recruitment. Recruiting in its general form is a set of actions to provide the enterprise (employer) with personnel with the necessary competencies – quantitative and qualitative provision of the enterprise’s workers. The subject composition of recruiting includes: re-cruiters (they represent recruiting companies, personnel agencies, funds and centers, State structures for the selection of candidates to fill vacancies); employees of the personnel department, heads of divi-sions in which there are vacancies, psychologists, polygraph examiners, handwriting experts, experts and other personnel recruitment specialists (they represent relevant divisions of the enterprise or pro-fessional structures (agencies)). The advantages and disadvantages of internal and external sources of personnel recruitment are presented. Common options for job search and personnel selection are: direct application to the employer, publication of vacancies, personal recommendations, internal personnel reserve, niche resources for mass recruitment. Recruiting services (external recruitment) are used by various areas of business: pharmaceutical, IT, finance, banking, etc. If we distinguish between the announcement and closing of vacancies by the State-owned recruiting structures (State employment service bodies) and private recruiting companies, then the State recruiting structures mainly serve or-ders (vacancies) of the State-owned enterprises, organizations, and private companies – orders (vacan-cies) of private economic entities. Regardless of the type of recruiting (internal, external), the same methods (tools) are used: traditional, additional and innovative. Knowing how to apply recruiting me-thods (tools) helps HR managers to select the best job candidates. The principles of classical recruiting are considered as the most important from the point of view of overcoming unemployment and per-sonnel selection: systematization, democratization, individualization, informatization, goal orientation, delegation. The priority directions for improving recruiting activity are summarized (improving the quality of hiring, or recruitment efficiency); speeding up hiring (recruitment); increasing the flow of quality candidates for vacant positions; automating recruiting procedures; increasing employee reten-tion rates (i. e., reducing turnover and increasing employee commitment); ensuring diversity in hiring (recruitment of employees by ethnic indicators, gender, age, experience, etc.). An analysis of the quali-fication characteristics of managers, specialists, and workers was carried out, which made it possible to determine the main components of the required human capital from the point of view of the division of employees into professional groups: management personnel (intellectual component , motivational, cultural, social, economic, creative, educational, professional, environmental, social, informational, use of time); personnel from production activities (demographic component, health, educational compo-nent, professional (activity) component).

Keywords: recruiting, personnel, human potential, personnel selection, HR specialists, personnel management.

Fig.: 3. Bibl.: 8.

Ostapenko Tetiana M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Analytical Economics and Management, Dnipropetrovsk State University of Internal Affairs (26 Haharina Ave., Dnipro, 49005, Ukraine)
Email: [email protected]
Kubetska Olha M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Analytical Economics and Management, Dnipropetrovsk State University of Internal Affairs (26 Haharina Ave., Dnipro, 49005, Ukraine)
Sidorov Oleksandr A. – Candidate of Sciences (Economics), Associate Professor, Department of Analytical Economics and Management, Dnipropetrovsk State University of Internal Affairs (26 Haharina Ave., Dnipro, 49005, Ukraine)

List of references in article

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Tsymbaliuk, S. O. Rekrutynh personalu [Personnel Recruitment]. Kyiv: KNEU, 2019.

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