DIGITALIZATION AND ITS IMPACT ON PERSONNEL MANAGEMENT AND STRATEGIC SUSTAINABILITY OF BUSINESS STRUCTURES

Abstract

The article examines the impact of digitalization on personnel management and the strategic sustainability of business structures in conditions of technological turbulence and market uncertainty. It is substantiated that digital transformation goes beyond the automation of individual operations and leads to systemic changes in business models, organizational architecture, and approaches to human capital development. Current trends in business digitalization are summarized, including the expansion of cloud services, the growing use of artificial intelligence, the scaling of e-commerce, and the intensification of cashless transactions, which together shape a data-driven management paradigm.

Particular attention is paid to the transformation of human resource management systems under the influence of digital technologies. The key directions of HR digitalization are identified: automation of recruitment and personnel administration, implementation of HR analytics, development of digital competencies, use of corporate learning platforms, and transition to hybrid work models. It is proved that the effectiveness of digital investments depends on the level of digital maturity of HR systems and the readiness of employees for continuous learning and adaptation. The study demonstrates that without the development of human capital, digital technologies create only a formal modernization effect and do not ensure productivity growth or long-term competitiveness. A conceptual model of causal relationships “digitalization → HR transformation → human capital development → economic sustainability → strategic sustainability” is proposed. An integral index of strategic sustainability is substantiated, which takes into account the level of economic stability, human capital development, digital maturity of HR systems, and the degree of digitalization. Diagnostic coefficients for assessing digital return and the imbalance between technological and personnel development are introduced, allowing the identification of gaps between digital investments and actual organizational results.

It is argued that strategic sustainability in the digital economy is determined not only by the scale of implemented technologies but primarily by their integration with personnel management systems and corporate learning mechanisms. The practical value of the research lies in the possibility of using the proposed model for assessing the effectiveness of digital transformation, identifying competency deficits, and substantiating HR development strategies aimed at strengthening the adaptability, innovativeness, and long-term competitiveness of enterprises.