METHODOLOGY FOR COMPREHENSIVE ASSESSMENT OF HUMAN RESOURCE MANAGEMENT EFFECTIVENESS IN INNOVATION-ORIENTED ORGANIZATIONS

Abstract

Introduction. In the current conditions of innovative economic development, human resource management has become one of the key factors in ensuring the competitiveness of organizations. Traditional quantitative indicators of HR effectiveness, such as labor productivity, revenue, or employee turnover, are losing relevance, as they do not fully reflect the qualitative characteristics of personnel, the level of team interaction, and the organization’s capacity for innovative transformations. At the same time, the rapid implementation of information technologies and digital tools generates the need for modern approaches to assessing HR management effectiveness that account for the complexity of managerial processes and the full management cycle.

Purpose. The aim of the study is to develop a methodology for the comprehensive assessment of human resource management effectiveness in innovation-oriented organizations, based on the integration of organizational, technological, and educational levels of HR management, while considering key macro- and micro-level influencing factors.

Materials and methods. The theoretical and methodological foundation of the study is based on the works of domestic and international scholars in the field of personnel and human resource management. To achieve the research objective, methods of analysis and synthesis, expert assessments, grouping, indicative and comparative analysis, economic-mathematical modeling, as well as tabular methods of information summarization were applied. A stepwise methodology for HR effectiveness assessment was implemented, including the formation of a sample of HR specialists, development of evaluation indicators, algorithmization of indicator calculations, and the formation of an integrated HR effectiveness index (IHRi).

Results. Key indicators influencing the integrated HR management effectiveness index were identified, including: personnel skillset level, emotional intelligence, team role transformation, employee engagement in innovation activities, the number of innovative developments per employee, and employee readiness for innovation implementation. The methodology was tested on innovation-oriented organizations in the Poltava region, which allowed identification of problem areas in HR management and confirmed the practical value of a comprehensive approach to evaluating HR effectiveness.

Discussion. Further research involves adapting the methodology to sector-specific characteristics, expanding the system of indicators considering digital transformation in personnel management, and developing strategies to enhance organizational innovation activity through optimization of HR processes.