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Andrey Zahariev, Galina Zaharieva, Margarita Mihaylova
Digitalization and Recruitment of Human Resources in Banking and Insurance Companies: A Comparative Analysis
Summary:
The present study has a theoretical and empirical perspective in its construction. In the first aspect, the aim is to study the theoretical achievements in the field of digital technological solutions for the selection of human resources, their potential advantages and disadvantages, and in the second aspect - an analysis of the policies of the Bulgarian financial enterprises in the field of digitalization, incl. human resources, the practices of using modern techniques of selection, the potential for their improvement and refinement. The object of the research is the Bulgarian enterprises from the banking and insurance sectors, and the subject - their digitalization policies and the modern methods of selection of human resources that they use. The surveyed insurance companies form 65.35% of the gross premium income of the Bulgarian non-life insurance market as of 30.06.2022. The studied credit institutions are licensed by the BNB commercial banks in the Republic of Bulgaria, which manage 70.04% of the assets in the banking system of the studied national market as of 30.06.2022. The comparative analysis of the two groups of financial enterprises shows both similarities and significant differences. Due to the larger number of managed personnel, commercial banks are developing their own platforms for digitization and HR selection, while the process for insurers is more conservative and relies on intermediaries. The received answers to questions on the Likert scale related to digitalization in human resources management establish significant differences in expert assessments for the two groups of financial enterprises.
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Margarita Atanassova
Organisational Support for Career Development- Monitoring and Analysis
Summary:
The organizational support for career development is a traditional part of the motivationàl package for attracting and retaining targeted professionals. Periodic monitoring (through appropriate and accessible tools) of organizational support for career development is a valuable source of information for decision-making to further improve the activities in this field. The main objective of this article is to present a methodological tool for systematic monitoring and analysis of organizational support for career development and the results of the first stage of its approbation. In the first part of the article, key management activities and practices for organizational support for career development are systematized on the basis of a wide range of research in this field. In the second part of the paper are presented the content characteristics of the methodological tools for systematic monitotring and analysis of the organizational support for the career development and the first stage of its approbation.
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Mohamed Mostafa Ali Albaz
The Strategic Role of Human Resources Planning to Achieve Sustainable Competitive Advantage
Summary:
Purpose: The main objective of the research is to achieve sustainable competitive advantage in the Egyptian tourism sector locally and globally, through the strategic role of human resources planning by maximizing value added, developing innovation and knowledge and increasing the quality of service provided.
Practical implications: The state seeks to adopt the human resources planning of Egyptian tourism companies to achieve a sustainable competitive advantage in the light of the sustainable development strategy.
Originality/ value: The approach should be to adopt human resources planning in companies to achieve a sustainable competitive advantage. This research paper covers the framework of achieving the competitive advantage of tourism companies.
Findings: The dimensions of human resources planning have a strategic role in increasing the rates of innovation, development and value added for tourism companies that achieve sustainable competitive advantage.
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Beata Skowron Mielnik, Marcin Golembski
Shared Service Centers as a Tool for Organizing Flexible Personal Function in an Enterprise
Summary:
Polish Association of Human Resources Management (PSZK) there have been identified four main job market challenges in Poland [Czy polscy pracodawcy … 2011]. There are as follow: motivation adjusted to age and sex; lack of talents; retention of talents; and transformation of HR function.The analyses of situation in the scope of the last challenge mentioned shows that a lot of managing personal function workers have got ambition to act a leading strategic role in an enterprise. However, they admit themselves that personal departments are still reduced to a role of a business support or an administrator. The weak side of Polish organizations remains effective measurement of personal function especially rate of return from human capital investment. If personal function is to fulfill role of strategic partner it needs to change an attitude for more professional one in an organization. Desiring to be a business partner personal departments ought to make earnest assessment of their current activities and plan possible development areas for them. Measurements of effectiveness of personnel function should be an active base as though personal departments were able to have strategic function in an organization. Such transformation demands form personnel departments transferring their engagement on new fields and as a consequence reorganizing administration processes through their automation and outsourcing. The aim of the article is to show a meaning of flexible organization of personal processes within contemporary entities and introduction of common center services as a optimization tool and flexible organization of personal function in an enterprise. There are pilot research assessments presented in the article concerning SSC/BPO serving HR processes. The article has got a cause character and is a base for further deepened direct researches.
