National Interests: Priorities and Security

Abstracting and Indexing

Referativny Zhurnal VINITI RAS
LCCN Permalink
Google Scholar

Online available



Cyberleninka (24 month OA embargo)

Changes in the corporate human resource management

Vol. 16, Iss. 5, MAY 2020

Received: 26 February 2020

Received in revised form: 14 March 2020

Accepted: 31 March 2020

Available online: 15 May 2020


JEL Classification: I25

Pages: 876–884

Astaf'eva O.V. Financial University under Government of Russian Federation, Moscow, Russian Federation

ORCID id: not available

Subject. The obvious turnover and insufficient involvement of staff may turn rather dear for the company, especially when it concerns the promising talent, who were trained thoroughly for a long time. Human Resource Management (HRM) is especially critical for those entities which take care of their competitive advantages driven by innovative employees. That is the reason for new approaches to building and managing the crucial resource of modern corporations – people.
Objectives. I examine changes in managers’ routine as new HRM methods are adopted, creating new success drivers and competitiveness of the entity.
Methods. The methodological basis comprises proceedings that try to find new methods for entities to raise their competitive advantages by enhancing the quality of HRM. The study employs methods of generalization, comparative analysis, theoretical modeling, decomposition.
Results. I provide the rationale for new HRM methods, in addition to the traditional method of competence. The article sorts out changes that were seen in managers’ routine of operational decision-making for strategic staff management.
Conclusions. HRM methods are difficult to replicate. So, the development of the HRM approach can become a sustainable driver of the corporate competitiveness. Companies shall invest abundantly in people and business processes, which is, on the one hand, an operational task, and, on the other hand, a vital process implementing the strategy, that shall be necessarily maintained by top managers.

Keywords: human resource management, competence profile, labor turnover, neurodivergent people


  1. Korotkov E.M. [Modern Problems of Formation the Art of Management]. Upravlenie = Management, 2016, vol. 4, no. 4, pp. 27–32. URL: Link (In Russ.)
  2. Alyasov A.S. [Work with employees with the high potential (HiPo)]. Upravlenie razvitiem personala = Management of Staff Development, 2016, no. 2, pp. 104–108. (In Russ.)
  3. Moskvin V. [Competence analysis of the applicant for financial management of a major project]. Investitsii v Rossii = Investments in Russia, 2017, no. 4, pp. 28–41. (In Russ.)
  4. Khachaturyan A. [On corporate motivation system]. Problemy teorii i praktiki upravleniya = International Journal of Management Theory and Practice, 2018, no. 2, pp. 95–108. (In Russ.)
  5. Khomutskii D.Yu., Andreev G.S. [Design thinking as a tool for professional training of the company's personnel]. Upravlenie razvitiem personala = Management of Staff Development, 2016, no. 2, pp. 116–120. (In Russ.)
  6. Khomutskii D.Yu., Andreev G.S. [The formation of employees' innovative competence in the use of the design thinking methodology]. Upravlenie razvitiem personala = Management of Staff Development, 2017, no. 3, pp. 190–193. (In Russ.)
  7. Shmel'kova L.V. [Talent for the digital economy: A look back]. Dopolnitel'noe professional'noe obrazovanie v strane i mire = Additional Professional Education Nationwide and Worldwide, 2016, no. 8, pp. 1–4. (In Russ.)
  8. Senge P. Pyataya distsiplina. Iskusstvo i praktika samoobuchayushcheisya organizatsii [The Fifth Discipline. The Art and Practice of Learning Organizations]. Moscow, Mann, Ivanov i Ferber Publ., 2018, 496 p.

View all articles of issue


ISSN 2311-875X (Online)
ISSN 2073-2872 (Print)

Journal current issue

Vol. 16, Iss. 5
May 2020