Issue #1 (Volume 11 2021)

Despite Ukraine’s commitments regarding non-discrimination and ensuring gender equality, the issue of gender pay gaps remains relevant. The aim of the study is to identify factors that cause gender pay gaps and assess their impact on wage differences at the institutional level in Ukraine. Based on the generalization of the research results, macroeconomic and microeconomic approaches to the grouping of factors that cause gender pay gaps have been identified. Based on the analysis of statistical data, it has been determined that gender occupational segregation exists in Ukraine, as most women work in low-wage economic activities; women are more likely to lead businesses with a lower level of wages. As the result of the assessment of the impact of various factors on wage differences, it has been found that gender pay gaps are the smallest in the public sector. Part-time employment in 2018 affected gender pay gaps by 3.8%. Based on the correlation factor analysis, the positive impact of increasing the minimum wage and innovative development on reducing gender pay gaps has been substantiated. The hypothesis regarding the impact of collective bargaining on gender pay gaps at the organizational level has been refuted. Promising measures have been identified that would help to create equal opportunities and reduce gender pay gaps, and thus to fulfill Ukraine’s commitments in the context of European integration.

The experience of the last year of business operation has highlighted the need to find new ways and approaches to managing people, through the crisis caused by the COVID-19 coronavirus pandemic. New socio-economic reality, digitalization and socialization are transforming the people management processes of, which, in turn, changes the modern requirements for HR competencies. The article’s purpose is to form a model of personnel manager competencies by clusters of general and professional competencies based on the implementation of best international experience in forming and developing HR competencies models and considering demand trends in the Ukrainian labor market in the segment «HR Management» in modern realities. To produce results, the following methods were used: abstract-logical to generalize the scientific literature; monographic and analogies to summarize the international experience of forming HR-competencies models; empirical for the analysis of trends in the formation of demand for HR-competencies in the Ukrainian labor market; modeling to develop a modern HR competencies model for Ukraine; generalizations to draw conclusions. The generalization of the current state of scientific research and international experience in modeling HR-competencies allowed to structure the current HR-competencies of SHRM, HRCI, CIPD and to develop proposals for their implementation in Ukrainian HR-practice. The analysis of the demand for HR-competence in Ukraine allowed to select the most popular of them by general, managerial, and special clusters; to identify the frequency of demand for HR-competences and calculate their weight level. On this basis, the structure of demand in the labor market of Ukraine in the segment of «HR-Management» was generalized. The influence of changes and challenges of the organization’s activity during the pandemic COVID-19 on the transformation of the roles of people management and the current HR competencies model in Ukraine is substantiated. Prospective directions of using the model for professional standard development, educational services improvement, and development of the national system of HR-certification for making better the quality and performance of the human resource management function in Ukraine are proposed.

The paper presents the results of the study of the manifestations, trends of business social responsibility during the pandemic and gives the dominant directions of its practical implementation. The paper provides the results of the analysis of the evolutionary development of views and approaches to theoretical and conceptual understanding of corporate social responsibility. The impact of business social responsibility on the results of its activities and the quality of relationships with stakeholders is revealed. A study was also conducted on the transformation of directions and tools for the practical implementation of CSR initiatives before and during the spread of the pandemic. Potential directions for establishing a constructive conversation business structure with society, which will have a positive impact on the success and stability of the business, as well as on social development in the current environment have been identified. A study was carried out to evaluate the perception of the social responsibility by domestic business organizations and awareness of its trends, and the need for its implementation and advantages. A comparative analysis of the development of corporate social responsibility in the world and in Ukraine has been conducted. Trends and mechanisms that have a transformational impact on the formation and implementation of CSR in modern conditions of development are identified. The priority vectors of CSR programs of international business entities in the face of a pandemic are outlined. The necessity of developing a business process management model based on corporate and social responsibility tools has been formulated, taking into account the desire of business to conduct successful activities in a highly dynamic global environment.

The pandemic has adjusted employment processes and accelerated the destabilization of the latter, forcing countries to step up the use of digital economy opportunities to support business activity during forced job cuts and pandemic restrictions. The aim of the article is to develop post-pandemic recommendations and scenarios for the organization of labor processes in the direction of strengthening the effective operation of companies in possible crises. The key reasons for the instability of modern labor processes are analyzed, the main world practices of legislative consolidation of telework, which are aimed at reducing the impact of the COVID-19 pandemic on business processes and labor relations, are studied. The need for changes in the organization of modern labor processes and the development of regulations for the organization of labor activity in the new socio-economic conditions is emphasized. The main components of labor process regulations are identified: state policy and regulatory regulation (the degree of readiness to return to normal work and its evaluation at the national and regional levels), personnel component (occupational health, safe working conditions, planning and regulation of production activities), operational component (business processes and benchmarks, cybersecurity and data confidentiality), commercial component (protocols of interaction of participants in production processes, integration of employees on security issues).

Polish experience in the formation and use of human capital in education, the factors of its fictivization in the context of the COVID-19 pandemic was investigated, priority problems were identified (low level of access to quality educational services for the majority of the population; corruption, which creates conditions for obtaining a level of education and qualifications that are not confirmed by real knowledge; there is no culture of lifelong learning; the need to adapt the education system to the conditions of distance learning during the COVID-19 pandemic, etc.) and the directions of implementation of the Polish experience into the activities of educational institutions in Ukraine. The positions of Ukrainian and Polish universities in international educational rankings as well as the factors that determine them were analyzed. It is determined that in order to limit the processes of fictivization of the human capital, it is necessary, first of all, to: improve the quality of educational services and the competitiveness of universities, increase access to education for various social groups, fight corruption and adapt the education system to distance learning. The development of international cooperation and the expansion of the presence of universities in international rankings is also important; improving the competitiveness of graduates in the domestic and international labour markets; attracting international investment to improve resource provision.