TIME MANAGEMENT AND DIGITAL TECHNOLOGIES AS INSTRUMENTS TO IMPROVE THE EFFICIENCY OF HR SPECIALISTS ; САМОМЕНЕДЖМЕНТ ТА ЦИФРОВІ ТЕХНОЛОГІЇ ЯК ІНСТРУМЕНТИ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ ПРАЦІ HR-ФАХІВЦІВ
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| Názov: | TIME MANAGEMENT AND DIGITAL TECHNOLOGIES AS INSTRUMENTS TO IMPROVE THE EFFICIENCY OF HR SPECIALISTS ; САМОМЕНЕДЖМЕНТ ТА ЦИФРОВІ ТЕХНОЛОГІЇ ЯК ІНСТРУМЕНТИ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ ПРАЦІ HR-ФАХІВЦІВ |
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| Autori: | Загорянська, Олена |
| Zdroj: | Economic scope; No. 206 (2025); 74-79 ; Экономическое пространство; № 206 (2025); 74-79 ; Економічний простір; № 206 (2025); 74-79 ; 2224-6290 ; 2224-6282 |
| Informácie o vydavateľovi: | ESI "Prydniprovs'ka State Academy of Civil Engineering and Architecture" |
| Rok vydania: | 2025 |
| Predmety: | HR-процеси, самоменеджмент, автоматизація, рівні оцінювання, чат-боти, онлайн-інтерв’ю, HR processes, self-management, automation, assessment levels, chatbots, online interviews |
| Popis: | The article examines time management and digital technologies as instruments for improving the work efficiency of HR professionals. Based on a literature review and an empirical survey of HR managers from leading domestic service-sector employers, we outline the structure of HR managers’ time allocation by activity types, with a prevalence of routine and communication tasks and a relatively low share of HR analytics and development. The study systematizes key directions of digitalization and presents a summary table in a “process–tool–result” matrix that aligns core HR processes with specific digital solutions and the expected effects. The table demonstrates practical outcomes of implementation: a unified electronic database, transparent planning and execution control, accelerated procedures with reduced manual work, confidential surveys, and a lower impact of the human factor. It also argues that time management is a key precondition of individual productivity in HR, ensuring purposeful planning, task prioritization, and disciplined execution. Well-developed time-management skills increase resilience to stress and workload, reduce time losses and errors, and thereby improve the quality of service for employees and candidates. Combining time management with digital tools creates a synergistic effect: individual organization amplifies the benefits of automation, while automation supports the stability of personal work practices. The paper proposes seven indicators that characterize the level of HR process automation and three evaluation levels (low, medium, high) enabling quantitative measurement and early risk detection. The practical applicability of the method is demonstrated through setting target values, comparing units over time, prioritizing investments, and planning stages of digital improvement. The results inform recommendations to reduce routine operations, accelerate procedures, and improve the quality of managerial decision-making in HR management, with adaptation options for different industries and ... |
| Druh dokumentu: | article in journal/newspaper |
| Popis súboru: | application/pdf |
| Jazyk: | Ukrainian |
| Relation: | http://economicspace.pgasa.dp.ua/article/view/343292/331161; http://economicspace.pgasa.dp.ua/article/view/343292 |
| DOI: | 10.30838/EP.206.74-79 |
| Dostupnosť: | http://economicspace.pgasa.dp.ua/article/view/343292 https://doi.org/10.30838/EP.206.74-79 |
| Rights: | Авторське право (c) 2025 Загорянська О.Л. |
| Prístupové číslo: | edsbas.75BCD2D9 |
| Databáza: | BASE |
Nájsť tento článok vo Web of Science | Abstrakt: | The article examines time management and digital technologies as instruments for improving the work efficiency of HR professionals. Based on a literature review and an empirical survey of HR managers from leading domestic service-sector employers, we outline the structure of HR managers’ time allocation by activity types, with a prevalence of routine and communication tasks and a relatively low share of HR analytics and development. The study systematizes key directions of digitalization and presents a summary table in a “process–tool–result” matrix that aligns core HR processes with specific digital solutions and the expected effects. The table demonstrates practical outcomes of implementation: a unified electronic database, transparent planning and execution control, accelerated procedures with reduced manual work, confidential surveys, and a lower impact of the human factor. It also argues that time management is a key precondition of individual productivity in HR, ensuring purposeful planning, task prioritization, and disciplined execution. Well-developed time-management skills increase resilience to stress and workload, reduce time losses and errors, and thereby improve the quality of service for employees and candidates. Combining time management with digital tools creates a synergistic effect: individual organization amplifies the benefits of automation, while automation supports the stability of personal work practices. The paper proposes seven indicators that characterize the level of HR process automation and three evaluation levels (low, medium, high) enabling quantitative measurement and early risk detection. The practical applicability of the method is demonstrated through setting target values, comparing units over time, prioritizing investments, and planning stages of digital improvement. The results inform recommendations to reduce routine operations, accelerate procedures, and improve the quality of managerial decision-making in HR management, with adaptation options for different industries and ... |
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| DOI: | 10.30838/EP.206.74-79 |