STRATEGIC MANAGEMENT OF ENTERPRISE HUMAN RESOURCE POTENTIAL IN THE CONTEXT OF DIGITALIZATION

Digitalization fundamentally reshapes the sources of competitive advantage and strengthens the role of human resource (HR) potential as a strategic asset of enterprises. Under conditions of accelerated skills obsolescence and the diffusion of analytics- and algorithm-driven HR tools, there is a growing need for a conceptual rethinking of strategic HR potential management. The purpose of this paper is to substantiate the conceptual foundations of strategic HR potential management in the context of digitalization, to develop an author’s model and management architecture, and to propose a value-oriented system of indicators. The paper conceptualizes HR potential as a multidimensional system of strategic capabilities encompassing human, social, and organizational capital as well as adaptive and innovative capacities. A fundamental HR architecture of strategic HR potential management under digitalization is substantiated along the logic “strategy → processes → data → technologies”, integrated by an ethical and regulatory governance layer. An author’s cyclic model S–B–D–R–L (Strategic Sensing – Capability Building – Deployment – Retention – Learning Loop) is developed, ensuring continuous analytical feedback and dynamic adjustment of managerial decisions. A system of leading and lagging indicators and approaches to their alignment with enterprise strategy based on the balanced scorecard concept are proposed. The study demonstrates that under digitalization strategic HR potential management evolves into a meta-level of management integrating strategic planning, organizational development, knowledge management, and analytical decision support. Practical implementation requires the development of an HR digital maturity roadmap and the establishment of responsible AI governance to mitigate systemic distortions, privacy risks, and compliance constraints in HR decision-making.