INDICATORS FOR ASSESSING AND DIAGNOSING THE DIGITALIZATION OF HUMAN RESOURCE POTENTIAL MANAGEMENT PROCESSES IN UKRAINIAN AGRI-FOOD ENTERPRISES

Abstract

The article substantiates the need for a comprehensive approach to assessing and diagnosing the digitalization of human resource potential management processes in Ukrainian agri-food enterprises. The study emphasizes that the use of individual digital tools or HR software does not necessarily indicate systemic digital transformation, since electronic personnel records may coexist with manual workforce planning, digital recruitment with the absence of digital onboarding, and automated payroll with underdeveloped HR analytics. A review of domestic and international approaches has shown that existing methods mainly focus on separate aspects of digital HR transformation, including digital maturity, HR analytics, e-learning, onboarding, performance management, digital competencies, and data integration, but do not cover the entire cycle of human resource potential formation, development, utilization, and retention. To address this methodological gap, an author’s system of 24 quantitatively measurable indicators grouped into eight functional blocks is proposed. The blocks characterize strategic support for HR digitalization; digital infrastructure and HR data integration; digitalization of workforce planning, recruitment, and adaptation; competency development; performance, motivation, and engagement management; HR analytics and digital decision support; integration and adaptability of digital HR processes; and quality, protection, and reliability of HR data. The proposed indicators measure the actual scale of digital technology use rather than merely recording the availability of particular tools. The system also reflects the specific characteristics of agri-food enterprises, including seasonal employment, territorial dispersion of personnel, digital planning of working time and locations, and integration of HR and production data. The developed indicator system may be used for normalization of partial indicators, calculation of group and overall integral indices, comparison of functional areas and enterprises, identification of internal imbalances and critical bottlenecks, and justification of priorities for further digital transformation of human resource potential management.