REALITIES OF STATE SUPPORT FOR THE DEVELOPMENT OF AGRICULTURAL PRODUCTION IN UKRAINE

Abstract

Relevance. The relevance of the study is determined by unprecedented transformation of the Ukrainian labor market caused by full-scale war, mass labor migration, rapid digitalization, and European integration. These factors create multiple challenges for HR functions, particularly acute in engineering sectors where shortage of highly qualified specialists combines with necessity of rapid technology adoption. Traditional administrative approaches prove ineffective when human capital becomes critically important for organizational survival and development.

Purpose of the article is to develop a comprehensive adaptation model for strategic personnel management systems addressing modern labor market challenges and test its application at Odesa branch of Design and Survey Institute of Railway Transport (PVTIT), JSC Ukrzaliznytsia.

Methods. The study employs systematic approach, analysis and synthesis, content analysis of scientific publications, comparative analysis of HR practices, and case study method based on railway transport design organization.

The scientific novelty lies in developing a three-dimensional adaptation model integrating technological modernization, organizational transformation, and motivational transformation, accounting for martial law specifics and engineering organization needs. The novelty includes substantiation of HR function transformation from administrative to strategic business partner, development of continuous professional development mechanisms, and identification of critical competencies (particularly BIM technologies) required for European integration.

Results obtained. Analysis of PVTIT Odesa branch (51 employees, 64% engineering staff) revealed critical problems: technological lag in competencies (absence of BIM specialists), inadequate compensation systems, lack of continuous learning programs, and limited career opportunities. The developed model encompasses: (1) technological modernization through HRM systems and digital competency development; (2) organizational transformation via flexible structures with project management elements; (3) motivational transformation through KPI-based rewards and social support. Specific measures include creating BIM coordinator and project manager positions, implementing "Young Designer" program for specialists under 35, and establishing qualification improvement programs.

Practical value of the study. Results provide actionable recommendations for enterprises developing sustainable HR strategies. The model is valuable for engineering organizations facing workforce transformation under crisis conditions. The "Young Designer" program offers ready framework for talent pool formation.

Conclusions. Traditional personnel management requires systematic transformation toward strategic talent management, competency development, and flexible structures. Key directions include technological modernization, organizational transformation, and motivational transformation. For engineering organizations, continuous professional development and multiple career trajectories are critically important. Effective adaptation requires transforming HR function into strategic business partner ensuring human capital development as key competitive resource.