MODERN MANAGEMENT OF HUMAN RESOURCES OF AGRIENTERPRISES BASED ON THE DEVELOPMENT OF CORPORATE PRACTICES

Abstract

The article examines modern approaches to managing the human resource potential of agrifood enterprises through the development of corporate practices under conditions of digital transformation, economic uncertainty, and wartime challenges. It is substantiated that human resource potential has become one of the key strategic assets determining enterprise resilience, productivity, and long-term competitiveness. The study emphasizes that contemporary human resource management should integrate competency-based approaches, corporate learning systems, digital HR technologies, performance evaluation, talent management, employee motivation, and organizational culture into a comprehensive management framework. The research includes a comparative analysis of the financial and organizational performance of leading Ukrainian agri-food companies together with an assessment of their corporate human resource development practices. Particular attention is paid to the relationship between personnel development instruments and enterprise performance indicators, including labor productivity, profitability, and organizational efficiency. The analysis demonstrates significant differences in the effectiveness of human resource utilization among enterprises depending on the level of technological development, managerial maturity, and implementation of innovative HR practices. Based on the conducted research, the article identifies the dominant models of human resource development applied in the agri-food sector, including competency-based, digital-oriented, competency-cultural, ecosystemvalue, educational-innovative, safety-centered, and system-regulated approaches. Furthermore, the study systematizes modern HR development instruments such as personnel assessment, KPI-based performance management, corporate learning, mentoring, succession planning, employee adaptation, social support, occupational safety, inclusive policies, and educational partnerships. The findings confirm that enterprises implementing integrated corporate HR practices achieve higher organizational adaptability, stronger employee engagement, better knowledge transfer, and improved business performance. It is concluded that the transition from traditional personnel administration to strategic human capital management represents a prerequisite for sustainable development of agri-food enterprises. The proposed systematization of corporate practices may serve as a methodological basis for improving human resource management systems, increasing labor productivity, and strengthening the competitiveness of enterprises operating in a rapidly changing business environment.