Formation of an Adaptive Human Capital Management Mechanism Under Uncertainty and Digital Changes

Abstract

Abstract. Purpose. The primary objective of the study is the theoretical and methodological substantiation and development of a structural-functional model for an adaptive human capital management mechanism within an enterprise. The research addresses the scientific task of transforming traditional management systems, which demonstrate inertia under conditions of external shocks and digital shifts, into proactive self-regulating systems. A key emphasis is placed on integrating digital diagnostic tools and real-time feedback loops into the management contour to ensure the resilience of human potential and business continuity. Methods. The methodological framework of the research is built upon the systems approach, which allowed considering the management mechanism as a holistic set of interconnected elements (diagnostic, regulatory, and executive). The study utilizes bibliometric analysis methods to systematize scientific views on the problems of human capital losses and labor transformation. Analysis and synthesis methods were applied to identify and classify the destabilizing factors affecting personnel management. To validate the theoretical model, the generalization method was employed, within which the adaptation experience of the Ukrainian IT sector was analyzed, considered in specialized sources as a benchmark model of resilience and flexibility. Results. The study identifies three groups of factors exerting a destructive influence on static management systems: external shocks of a security nature, technological transformation of labor, and fundamental changes in the employees’ psychosocial contract. The main result of the work is the developed structural-logical scheme of the adaptive human capital management mechanism. The architecture of the mechanism, consisting of three functional contours, is substantiated. The first is a digital diagnostic module (“sensory system”) based on People Analytics technologies for predictive detection of crisis phenomena. The next one is a decision-making center that decentralizes and delegates authority for rapid managerial response. The third is an influence toolkit, including well-being programs, digital collaboration platforms, and flexible forms of employment. The scientific novelty of the proposed approach lies in the integration of digital feedback loops into the mechanism’s structure, which allows reducing the time lag between the occurrence of a problem and the reaction, ensuring the transition from reactive to proactive management. Based on the analysis of the IT industry, the effectiveness of such adaptability instruments as digital mobility and talent reserve management was confirmed. Conclusions. Implementing the adaptive mechanism allows enterprises to minimize irreversible losses of human capital and ensure the continuity of business processes under conditions of permanent crisis. Prospects for further research lie in the development of applied methodologies for assessing the effectiveness of digital HR tools and forming strategies for restoring personnel potential based on the “Competencies 4.0” model.