The Innovative Transformation of the Human Resource Management System of Construction Companies in the Context of Sustainable Development

Анотація

The article summarizes theoretical approaches and practical trends in the innovative transformation of the human resource management system of construction companies in the context of implementing sustainable development goals. It is substantiated that dynamic changes in the construction market, the growing demands for environmental, social, and governance (ESG) responsibility, as well as staff shortages and technological shifts, determine the need to revise traditional HR practices and move towards innovation-oriented staff management models. The work systematizes modern scientific approaches to interpreting sustainable development and innovative human resource management, and also proves the feasibility of their integration to ensure organizational resilience and competitiveness of construction enterprises. The specifics of the human resource potential of the construction industry have been highlighted, which is characterized by a high level of professional risks, cyclical employment, technological diversification, and a growing need for digital competencies. Key barriers to innovative HR transformation have been outlined, including a shortage of qualified personnel, a low level of investment in professional development, fragmentation of the knowledge management system, and underdeveloped corporate responsibility mechanisms. An original conceptual model, Innovation-HR BuildEco, has been proposed, which interprets the staff management system as the «innovative core» of sustainable development for construction companies. The model reveals the mechanisms of the impact of HR process digitalization, human capital development, the implementation of ESG-oriented practices, the formation of a safe and inclusive production environment, as well as partnership interactions in professional ecosystems on the sustainability and innovativeness of organizations. The research results indicate that the integration of sustainable development principles into human resource management strategies of construction companies contributes to increased labor productivity, strengthening of corporate culture, reduction of risks, expansion of human capital, and the formation of long-term competitive advantages. The practical significance of the article lies in the possibility of applying the obtained conclusions by construction business entities, industry associations, and government authorities when forming policies for innovative development and sustainable human resource management.

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