Financial University under the Government of the Russian Federation
Moscow, Moscow, Russian Federation
Moscow, Russian Federation
JEL J24 Human Capital • Skills • Occupational Choice • Labor Productivity
JEL J62 Job, Occupational, and Intergenerational Mobility
VAK Russia 5.2.1
VAK Russia 5.2.5
In the context of accelerating economic change and digital transformation, there is a growing need to reengineer approaches to assessing an organization's human capital, the key bearer of which is management personnel. The article examines human capital through the prism of competencies as a «tool for measuring human capital», including universal competencies as an underestimated element in a changing labor market. The theoretical and methodological basis of the study is provided by ideas about intangible resources, the difficulties of measuring intangible characteristics (such as engagement, commitment, and inventiveness), and an interdisciplinary approach to the development of diagnostic tools. The aim of the work is to justify the reengineering of management personnel competency assessment systems as a strategic mechanism for human capital management. The article proposes: a profile of key management competencies; a cluster architecture of a key competency model in conditions of economic uncertainty; an integrated system for assessing management personnel competencies; a model for building effective individual development trajectories, in which assessment is the methodological core of personalized development; and an algorithm for cyclical adaptation of competencies (CAK 7) as a seven-stage model for reengineering competency assessment and development. The result of the analysis is a comprehensive concept for transitioning from static, fragmented procedures to a continuous, contextually adapted cycle of assessment and development that ensures data comparability, manageable personalization, and demonstrable educational outcomes. It is concluded that such a configuration minimizes the subjectivity of assessment, improves the quality of management decisions, and contributes to the sustainable growth of human capital and the competitiveness of the organization.
organization and enterprise, human capital, management personnel, competency model, methods of competency assessment and development, reengineering
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