Foreign Experience of Human Resource Management in Organizations: Comparative Analysis and Adaptation in the Ukrainian Context

Abstract

The article is devoted to a comprehensive, theoretical-methodological, and applied study of modern foreign models of human resource management (HRM), as well as to identifying strategic prospects and tools for implementation of such models in domestic practice. The relevance of the research is driven by the objective need for the immediate transformation of personnel policies in Ukrainian enterprises to enhance their anti-crisis resilience, viability, and competitiveness in the international market amid global instability, geopolitical shocks, mass migration processes, and the challenges of an «extreme version» of the BANI world. The methodological foundation of the research is based on systems and cross-cultural approaches to analyzing managerial processes. To achieve the set aim, a combination of methods was used: comparative analysis (to compare Hard and Soft HRM paradigms, as well as national managerial cultures), statistical analysis (to evaluate quantitative and qualitative indicators, such as staff turnover, working hours, and investments in staffing for 2024–2025), the case study method (using global corporations like Uber, Netflix, Google, Upwork as examples), and the method of abstract-logical generalization. It is substantiated that classic foreign HRM models (American, Japanese, German) in their pure form are ineffective in Ukraine due to the specifics of the sociocultural code and the unprecedented turbulence of the environment. Key destructive challenges for domestic HR have been identified, including a severe shortage of qualified personnel and critical employee burnout. An original conception of a «hybrid resilience model» has been proposed, which harmoniously integrates Western digital tools (People Analytics, Big Data), Eastern technological discipline, and European standards for preserving human capital (Work-Life Balance). The specifics of ecosystem HR management in the context of the gig economy and the «Liquid Enterprise» conception are revealed. The application of the results is limited to the study of leading global management paradigms and the analysis of the crisis state of Ukraine’s labor market. The direction for further research is the development of precise mathematical models to assess the return on investment (ROI) from implementing comprehensive corporate wellness programs, as well as the creation of regulatory and legal recommendations for adapting current Ukrainian labor legislation to the conditions of a Liquid Workforce and asynchronous management. The practical value of the research’s findings lies in developing applied recommendations for HR directors and organization leaders on optimizing employee retention strategies and overcoming professional isolation in crisis conditions. A shift is proposed from outdated practices of strict micromanagement to managing flexible contractor ecosystems and implementing rapid adaptation systems (Onboarding-as-a-Service). Implementing the research results will help establish ethical boundaries for the use of artificial intelligence in HR processes (preventing algorithmic authoritarianism) and move businesses toward preventive mental health management, which directly impacts the protection of employee rights and the preservation of national human capital. The scientific novelty of the research lies in creating a conceptually new «hybrid model» architecture adapted to the realities of radical turbulence. This work fills existing gaps in domestic scientific thought, combining for the first time the rigid tools of algorithmic gig economy management with flexible sociocultural and psychological approaches to protecting an organization’s psychological capital.