CONTROLLING MECHANISM FOR DIAGNOSING THE PERSONNEL MANAGEMENT SYSTEM OF DISTRIBUTION ENTERPRISES

Abstract

The article examines the theoretical and methodological foundations for the formation of a controlling mechanism for diagnosing the personnel management system of distributor enterprises. The relevance of the topic is обусловлена by increasing competition, digitalization of business processes, instability of the market environment, and growing requirements for the efficiency of logistics and sales activities. It has been determined that the personnel of distributor enterprises ensure the coordination of trade, logistics, warehouse, and service processes; therefore, the effectiveness of human resource management directly affects the performance results of the enterprise. The necessity of applying a controlling approach as a tool for information and analytical support of managerial decision-making in the field of HR management has been substantiated. The purpose of the article is to substantiate the theoretical and methodological foundations and to develop a controlling mechanism for diagnosing the personnel management system of distributor enterprises. In the course of the study, scientific approaches to understanding the essence of personnel controlling and HR analytics were generalized. It was established that traditional methods of personnel evaluation are often fragmented and do not allow for a comprehensive assessment of the relationship between personnel decisions and the effectiveness of logistics and sales processes. The specifics of the personnel management system of distributor enterprises were identified, consisting in the high dependence of operational results on the coordination of employees from different functional divisions. A system of indicators for evaluating the effectiveness of personnel management has been proposed, covering staffing support, personnel turnover, labor productivity, personnel costs, training and development, motivation, as well as logistics, sales, and digital-analytical indicators. The stages of implementing the controlling mechanism for diagnostics have been formed, including defining the goals and scope of diagnostics, creating an information base, analytical assessment, identification of personnel risks, development of managerial recommendations, and monitoring of results. It has been proven that the proposed mechanism ensures the transition from episodic personnel evaluation to systematic monitoring of HR processes and increases the validity of managerial decisions. The scientific novelty of the study lies in the development of theoretical and methodological foundations for diagnosing the personnel management system of distributor enterprises based on the integration of HR indicators with logistics, sales, and operational indicators. The practical significance of the obtained results lies in the possibility of using the proposed mechanism to improve the effectiveness of personnel policy, optimize HR processes, and ensure the efficiency of distributor enterprises.