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HR Management Mechanisms in the Context of Digitalization Using the Odoo ERP System
Povidaichyk M. M., Popyk M. M.

Povidaichyk, Mykhailo M., and Popyk, Mariana M. (2025) “HR Management Mechanisms in the Context of Digitalization Using the Odoo ERP System.” Business Inform 9:490–497.
https://doi.org/10.32983/2222-4459-2025-9-490-497

Section: Management and Marketing

Article is written in Ukrainian
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UDC 005.95/.96:004.9

Abstract:
The article examines the specifics of enterprise human resource management in the context of digitalization and globalization. It demonstrates that HR processes require integration, transparency, and analytical support to ensure workforce mobility, organize remote work, and comply with national labor standards. The appropriateness of using the Odoo ERP system as a comprehensive human resource management tool is substantiated, as it combines modularity, integrativeness, and extensive analytical capabilities. The key HR modules of Odoo (Employees, Recruitment, Attendances, Payroll, Appraisals, Time Off) are described, along with their interconnection with financial, project, and CRM components, and their role in creating a unified information space within the company. Particular attention is paid to the modeling and optimization of HR processes within the Odoo environment, which contribute to increasing the efficiency of human resources activities, reducing costs, ensuring transparency of management procedures, and developing the strategic potential of human capital. A comparative analysis of some ERP systems (SAP, Oracle) was conducted, in which Odoo is described according to key criteria: it stands out for its affordable cost, offering a free Community version and flexible subscription options; Odoo’s target audience includes small, medium, and large enterprises; in terms of flexibility, Odoo demonstrates high modularity: its functionality covers a wide range of modules (CRM, HRM, finance, inventory, manufacturing, and more); Odoo implementation is relatively straightforward and quick; the Odoo interface is modern and user-friendly; in terms of support and integrations, Odoo provides an active community and numerous integrations with online services. It is substantiated that the application of modern modeling methods provides new opportunities. Specifically, the use of BPMN enables the visualization of procedures (such as recruitment or onboarding), IDEF0 allows for the description of the functional structure of HR management, and ARIS ensures the integration of personnel processes with financial, logistical, and production processes. It is concluded that using Odoo in the HR field is an important factor in enhancing an enterprise’s competitiveness.

Keywords: human resource management, ERP system, Odoo, HR processes, digitalization, modeling, optimization, human capital.

Fig.: 1. Tabl.: 3. Bibl.: 9.

Povidaichyk Mykhailo M. – Doctor of Sciences (Pedagogy), Associate Professor, Professor, Department of Cybernetics and Applied Mathematics, Uzhhorod National University (3 Narodna Pl., Uzhhorod, Zakarpattia region, 88000, Ukraine)
Email: [email protected]
Popyk Mariana M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Tourism Infrastructure and Hotel and Restaurant Industry, Uzhhorod National University (3 Narodna Pl., Uzhhorod, Zakarpattia region, 88000, Ukraine)
Email: [email protected]

List of references in article

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Nalashtuvannia u moduli Employees. https://demo3.odoo.com/odoo/action-481

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Shulla, R. S., & Popyk, M. M. (2024). Kontrol i otsinka diialnosti personalu yak elementy systemy upravlinnia personalom [Control and evaluation of personnel activities as elements of the personnel management system]. Biznes Inform, 7, 465–471. https://doi.org/10.32983/2222-4459-2024-7-465-471

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Zlenko, A., Liashchenko, Yu., & Zlenko, Ya. (2024). Osoblyvosti tsyfrovoi transformatsii systemy upravlinnia personalom [Features of digital transformation of the personnel management system]. Publichne upravlinnia: kontseptsii, paradyhma, rozvytok, udoskonalennia, 9, 18–31. https://doi.org/10.31470/2786-6246-2024-9-18-31

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