Halyna Lopushniak

The relevance of the paper is determined by the need to modernize social dialogue in Ukraine as a means of increasing the social responsibility of business organizations and a prerequisite for the country’s sustainable socio-economic development. The paper is aimed at reviewing and systematizing effective practices of modernization of social dialogue, which are revealed in the publications of foreign and Ukrainian scientists, high-ranking officials and public figures. These practices are considered from the standpoint of their expediency and the possibility of their implementation in the processes of social interaction of organizations of employees, employers and public authorities in Ukraine.
A review of the foreign experience in organizing social dialogue convincingly demonstrates a fairly high level of efficiency in the European Union, which contributes to achieving a balance of interests of major economic actors, increasing their social responsibility. For Ukraine, it is expedient to introduce the European practice of the so-called broad approach to the organization of social dialogue, which provides for the expansion of its subjects at the expense of representatives of territorial entities, environmental, women’s, youth, cultural and other public organizations. The involvement of local governments, public and NGOs in solving the most important socio-economic problems will contribute to the spread of the practice of differentiating between social and public dialogue. In Ukraine, employee participation in corporate governance should be strengthened, access to shareholder income should be expanded, and institutional tools for regulating the collective bargaining process should be improved.

Accelerated digitalization, uncertainty, rapidly changing work environment, and the spread of remote employment due to quarantine restrictions caused by the COVID-19 pandemic have led to differentiated requirements for HR managers in different sectors of the economy and the need to get quickly adjusted to new working conditions. This implies an increased importance of transferable competencies for HR managers, especially in advancing their flexibility and expanding employment opportunities. That is why the study aims to develop a universal model of transferable competencies of HR managers based on the analysis of global and local trends in demand on the labor market. Furthermore, a methodological approach is used to assess these trends based on behavioral indicators in rapidly changing conditions. The paper used a comparative analysis of the international experience in forming HR competencies and trends in demand on the Ukrainian labor market. The findings highlight the current transferable competencies of HR managers. They included the abilities to communicate effectively, use digital technologies confidently, work in multitasking mode, manage people and projects, effective self-management, and work in a team. The developed model of transferable competencies of HR managers and methodical approach to their assessment based on behavioral indicators provide an opportunity to diagnose the level of their development for effective work of HR managers in a distant mode, opportunities for trans-professionalism, and career growth.

The pandemic and war in Ukraine have significantly transformed management processes. This has led to increased requirements for managers’ professional and general competencies. Hence, the higher education system should be reoriented, considering new challenges and needs of the labor market. This study aims to identify the demand for current management competencies in the labor market for the positions of state and corporate management specialists and develop a theoretical and methodological basis for updating the standards of higher education in Ukraine. This paper employed statistical analysis and grouping to identify the demand for management skills in the labor market of Ukraine by processing 4,500 job advertisements at job websites. In addition, sociological and expert methods were used to confirm their demand among Ukrainian employers with an expert pool of 101 experts with more than 3 years of management experience. As a result, current management competencies are highlighted. The demand for them is confirmed by the high frequency in job advertisements (expertise in professional activities – 100%, leadership skills – 71%, digital skills – 65%, organizational and communication skills – 59% each, strategic skills – 52%) and by the expert survey. This made it possible to develop a model of management competencies, which is a theoretical and methodological basis for updating the standards. Furthermore, this comparative analysis revealed that there are no specific skills in the standards for master’s training.

Safety risks at work during a pandemic and war require new standards for the organization of work. Increasing socio-psychological pressure requires a better definition of staff duties, communication rules, and work and rest regimes. The purpose of the study is to determine the most acceptable regulations for the organization of labor that help to maintain the efficiency of a company’s activities in an unstable environment. In the course of the research, a content analysis of regulatory documents was carried out and a survey among HR managers, heads of Ukrainian companies, and their employees was conducted. All data were collected in two waves. The first wave was in November-December 2021 with 301 participants. Due to the beginning of the war, the second wave of the study was conducted in April-May 2022, when the wartime conditions have already made their impact, with 271 participants — managers, HR managers, and staff of Ukrainian enterprises. The results confirmed that working conditions and global risks that determine the types of the organization of work under uncertainty require a flexible approach. Mixed and flexible standards of the organization of work provide for optimal work modes and safer working practices, so they have been approved to be more effective. It has been determined that the disregard of global challenges, trends, and the social nature of labor by the company management reduces the effectiveness of labor organization regulations.