DEVELOPMENT OF INTELLECTUAL CAPITAL THROUGH DIGITAL MENTORING AS AN ELEMENT OF ANTI-CRISIS MANAGEMENT OF AN ENTERPRISE IN THE CONDITIONS OF LABOUR MIGRATION

Анотація

The article substantiates the problem of forming intellectual capital of enterprises that are in a state of crisis and are unable to obtain human resources from external sources due to the consequences of labor migration on the Ukrainian labor market. The directions of the influence of mentoring on the development of various types of intellectual capital are summarized. It is substantiated that in the HR management system, digital mentoring is a conditionally free means of developing the intellectual capital of an enterprise, increasing the level of organizational flexibility of a business, which helps to avoid the emergence of crisis phenomena or their spread and minimize personnel risks, especially during the active use of elements of remote employment, labour migration, which forces companies to recruit personnel in remote regions, and the instability of the external environment provoked by the realities of wartime. The possibilities of the influence of digital mentoring on the development of intellectual capital and the state of the anti-crisis management system of the enterprise are specified, namely such types as mentoring to increase the level of digital literacy, mentoring to develop analytical, critical and creative thinking, mentoring to develop digital security skills, mentoring to create comfort during remote and hybrid employment, mentoring to preserve digital knowledge, digital mentoring to develop entrepreneurial skills, mentoring to develop digital leadership. It is assumed that digital mentoring has the following consequences for the functioning of the enterprise's anti-crisis management system: accelerating the pace of digital business transformation, reducing the level of digital risks, increasing the quality of anti-crisis management decisions, timely diagnosis of "red flags" and crisis signals from the business, reducing the likelihood of digital incidents and information losses during the unfolding of the crisis, ensuring the continuity of financial and economic processes during the crisis, preserving and consistently transferring professional knowledge and reducing dependence on the decisions of key employees, developing resilience scenarios and increasing the adaptability of the enterprise at the time of the crisis, increasing the efficiency of anti-crisis teams and the speed of making anti-crisis decisions and implementing anti-crisis measures.

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