Keywords
project management
talent management
people analytics
Agile approaches
loyee Experience (EX) concept
Talent-Agile-HR model
project-oriented organizations
Agile HR
Digital HR
How to Cite
Abstract
The article examines the transformation of HR management and talent management systems in project-oriented organizations under the influence of contemporary challenges such as digitalization, uncertainty, and global competition for human capital. It is substantiated that the modern business environment is characterized by high dynamism, instability, and profound structural changes, including the transition to a project-based economy, the spread of hybrid and remote work formats, and the active digitalization and automation of business processes. The study employs bibliometric analysis methods, in particular the VOSviewer toolkit, which made it possible to visualize thematic clusters of contemporary research in the field of HR management. It is established that the central position is occupied by the «human resource management» cluster, which integrates related areas such as «project management», «talent management», «people analytics» and «data-driven decision making», confirming the interdisciplinary nature of modern HR research and the trend toward its digital transformation. Project-oriented organizations are identified as the dominant form of doing business, ensuring rapid adaptation to changes and increased efficiency in resource utilization. Modern approaches to HR management are analyzed, including Agile HR, Digital HR, People Analytics, and Employee Experience. The transformation of the HR role into a strategic business partner responsible for shaping a talent development ecosystem is substantiated. Based on the analysis of international and Ukrainian practices, key trends in the development of HR management are identified. As a result of the study, the Talent-Agile-HR model for project-oriented organizations is proposed, integrating strategic, digital, and behavioral dimensions of talent management. The practical significance of the results lies in the possibility of applying the proposed model and tools to improve HR practices in project-oriented organizations, particularly under conditions of instability and wartime challenges. Prospects for further research are related to the empirical verification of the model, the development of a system of indicators for evaluating the effectiveness of talent management, and the analysis of the impact of artificial intelligence and ESG approaches on HR management.
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