DEVELOPMENT OF HUMAN CAPITAL POTENTIAL IN AGRICULTURAL ENTREPRENEURSHIP: FROM STRATEGY TO ACHIEVED RESULTS
Abstract
The article investigates the theoretical foundations and practical aspects of personnel potential development in agricultural enterprises under the current conditions of martial law, globalization challenges, demographic changes, labor migration, and accelerated digitalization of the economy. It is substantiated that personnel potential serves as a strategic resource that directly determines the competitiveness and resilience of agricultural enterprises. The essence of personnel potential is defined as a multi-component system encompassing quantitative, qualitative, organizational, socio-psychological, and innovative characteristics of employees. A critical review of Ukrainian and international scientific publications was conducted, allowing the generalization of approaches to interpreting the concept of “personnel potential,” the identification of key factors influencing its formation and utilization, and the detection of a lack of comprehensive models for integrating HR strategies into business processes of agricultural enterprises. Particular attention is paid to the analysis of objective factors that determine the need for personnel potential development: structural imbalances in the labor market, the impact of war and crisis conditions, technological changes and digitalization of production, as well as regional disparities in access to human resources. Based on a systemic approach, a model of interconnection “strategy – tools – indicators – result” is proposed, enabling a logical transition from strategic tasks to concrete economic and social outcomes. The expected effects of implementing the model include productivity growth, increased profitability, reduced staff turnover, creation of a personnel reserve, development of digital competencies, strengthening of corporate culture, and improvement of the enterprise’s image in local communities. The practical significance of the research results lies in their potential use for improving HR policies of agricultural enterprises, designing sustainable development strategies, and enhancing the competitiveness of Ukrainian agribusiness in both domestic and international markets.
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