INSTRUMENTS AND MECHANISMS OF HUMAN RESOURCE POTENTIAL MANAGEMENT: A COMPARATIVE ANALYSIS OF UKRAINIAN AND INTERNATIONAL EXPERIENCE

Abstract

The article examines contemporary tools and mechanisms of managing personnel potential in Ukrainian enterprises in comparison with approaches used in the EU, the USA and Japan. The extended abstract focuses on the relevance of rethinking human resource management in a context marked by war-related disruption, institutional instability and rapid digitalisation. Particular attention is paid to clarifying the conceptual difference between HRM tools as operational practices (recruitment, development, performance management, compensation, digital HR solutions) and mechanisms as integrated sets of rules, procedures, informal norms and interactions that connect these practices with business strategy, corporate culture and long-term investment in human capital. The text discusses how different national models combine economic, organisational and socio-psychological instruments of HRM, including team-based work organisation, internal labour markets, participation practices, systems of recognition and non-financial rewards, as well as analytical support for HR decisions. The article addresses questions of how these instruments and mechanisms can be aligned with stages of the employee life cycle, how they may support resilience, engagement and well-being of staff, and how they interact with organisational structures in conditions of prolonged uncertainty. The author considers the potential of forming a hybrid Ukrainian HRM model that borrows structural elements from Western strategic HRM, selected features of Japanese team and learning culture, and local practices of social support for employees while remaining sensitive to legal, cultural and resource constraints faced by enterprises of different sizes. The paper also outlines issues related to the use of HR analytics and digital platforms for monitoring personnel potential, informing managerial decision-making and coordinating initiatives in training, internal mobility and corporate social responsibility. The abstract offers a conceptual and problem-oriented overview that can serve as a basis for further empirical research and practical experimentation in the field of managing personnel potential.