Model for positioning the use of an enterprise's human resources potential in the context of post-war reconstruction

Abstract

The purpose of this article is to develop a matrix model for positioning the use of the enterprise's human resources potential in the context of post-war reconstruction. This model considers the level of development of such potential (internal dimension) and the favourable external industry environment (external dimension). We achieved this goal by using structural logic analysis. The model enables organisational management to harmonise its HR policy with national goals of economic recovery and provides an analytical basis for improving the long-term competitiveness of business entities. The results of the study allowed us to classify enterprises into four basic types depending on their positioning options: recovery leaders (HH), enterprises with local reserves (HL), adaptive performers (LH), and enterprises in the risk zone (LL). In the model, we emphasise that even a high level of human resource potential does not guarantee success without industry support, just as sector priority does not compensate for existing human resource constraints. The conclusions show that it is precisely due to this combination of internal and external dimensions that the model becomes practically relevant, since it provides an opportunity to position business entities in the coordinates of post-war challenges. In addition, the study shows that the matrix model for positioning the use of enterprise human resources in the context of post-war reconstruction can serve as both a diagnostic and a management tool. On the one hand, it allows business entities to objectively assess their own resources, weaknesses, and strengths in comparison with competitors. On the other hand, the model provides a basis for making management decisions in terms of financial results, customer relations, internal processes, and staff development. The use of scaling and integrated indicators makes the model more flexible and reduces the risk of subjectivity. In the long term, this will enable enterprises in various industries to harmonise their HR policies with national recovery priorities, adapt their strategies to changes in the external environment, and increase their competitiveness. Keywords: reconstruction, driver of post-war growth, personnel, staff, strategic analysis, transformation, human resource management.