Features of development and utilisation of labour potential under contemporary conditions

Анотація

Introduction. The article conceptualises labour potential as a multidimensional socio-economic category and a strategic resource of the enterprise, integrating demographic parameters of the reproduction of the working-age population, the educational and intellectual foundation of the labour force, and a complex of qualitative employee characteristics (health, motivation, learning and innovation capacity, communication culture, adaptability). It is demonstrated that contemporary labour market transformations (competency shortages or surpluses, the growing significance of digital skills, structural imbalances in professional training), alongside demographic and migration processes–particularly under the conditions of full-scale war – intensify the risks of human capital losses, exacerbate staffing imbalances, and shift personnel management into the domain of workforce security and organisational resilience. Purpose. To provide a theoretical interpretation of the essence of enterprise labour potential and to substantiate directions for its development and effective utilisation under current economic conditions, taking into account crisis and wartime challenges. Methodology. The study employs systemic and reproductive approaches to the analysis of labour potential; methods of scientific generalisation, analysis and synthesis; as well as structural-functional and comparative analysis. The methodological emphasis is placed on interpreting labour potential as the outcome of interaction between employee competencies and the conditions of their realisation in the workplace, as well as on the transition from a descriptive approach to indicator-based assessment (staffing provision, competency development, working time utilisation, resilience indicators). Results and practical implications. The practical recommendations include the implementation of data-driven HR monitoring and competency management systems at enterprises; preservation of the “core workforce” through equitable remuneration and effective communication; organisation of upskilling within current professions, reskilling for alternative roles and internal mobility; application of flexible forms of employment and scenario-based substitution of critical positions; integration of resilience tools (occupational safety, business continuity, burnout prevention, psychosocial support); and expansion of the workforce base through inclusive practices (internally displaced persons, veterans, youth) with appropriate workplace adaptation.

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