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Liburkina L. M.

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The Balance of Soft and Hard Skills as an Important Component of HR Management in Work Organization and the Formation of Organizational Behavior
Kolpachenko N. M., Maiboroda M. M.

Kolpachenko, Nadiia M., and Maiboroda, Mariia M. (2025) “The Balance of Soft and Hard Skills as an Important Component of HR Management in Work Organization and the Formation of Organizational Behavior.” Business Inform 9:507–514.
https://doi.org/10.32983/2222-4459-2025-9-507-514

Section: Management and Marketing

Article is written in Ukrainian
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UDC 005.95/.96:005.336.2:331.101.3

Abstract:
The article examines the significance of human capital as the key factor for the success of modern organizations in a dynamic business environment. The authors substantiate the relevance of shifting management focus from products and technologies to staff development. The study aims to determine the role and balance of hard skills and soft skills in ensuring organizational competitiveness and success. The methodological basis of the research includes the analysis of case studies from major international companies (General Motors, Google, IBM, Johnson & Johnson), generalized analytical data from conducted international studies, and the development of analytical ratios of hard skills and soft skills to evaluate staff effectiveness at various levels and positions. The research results showed that employees’ technical skills enable them to perform professional tasks effectively, while the development of soft skills helps build trust, high-quality team collaboration, an efficient corporate culture, and long-term customer loyalty. The proposed formulas illustrate what currently shapes the level of results and the actual performance of an employee, taking into account both internal and external components, namely – a combination of potential, development systems, experience, environment, leadership, and others. Generalized data for 2024–2025 are presented regarding the consideration of the necessary proportions of hard and soft skills for different levels and positions (line staff, specialists, managers, top management, etc.) in workforce planning. Based on practical research by large international companies, it has been shown that increasing the share of soft skills within employees’ competencies is a global trend and a key factor for improving organizations’ performance outcomes. It is found that investments in the development of employees’ soft skills can lead to a 12–15% increase in work productivity. They also contribute to a 15–20% reduction in staff turnover and result in a high return on investment in soft skills development (up to 256%). The study results indicate that the strategy for sustainable development and the success of any organization primarily depends on the systematic development of staff, their soft skills, and their value-motivational component, which currently, and especially in the near future, will be the highest priority.

Keywords: HR management, labor organization, organizational behavior, systematic staff development.

Tabl.: 2. Bibl.: 19.

Kolpachenko Nadiia M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Management and Ontopsychology, Institute of Psychology and Entrepreneurship (14 Vesniana Str., Kozyn, Kyiv region, 08711, Ukraine)
Email: [email protected]
Maiboroda Mariia M. – Candidate of Sciences (Economics), Associate Professor, Head of the Department, Department of Management and Ontopsychology, Institute of Psychology and Entrepreneurship (14 Vesniana Str., Kozyn, Kyiv region, 08711, Ukraine)
Email: [email protected]

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