SOCIALLY ORIENTED RESTRUCTURING: HOW TO PRESERVE PERSONNEL AND THE COMPANY IN A MOMENT OF SYSTEMIC SHOCK

Abstract

The article is devoted to the study of socially oriented restructuring of companies in conditions of systemic shock, with an emphasis on preserving human capital as a key factor of adaptation and recovery. A rigorous examination of the tools and models that facilitate a harmonious equilibrium between economic efficiency and social stability within the organisational context is conducted. The relevance of the study is due to the need for companies to adapt to crisis conditions, in particular in the context of the war economy of Ukraine, where traditional approaches to restructuring, focused on reducing costs, often lead to the loss of personnel potential and social tension. The strategy of socially oriented restructuring is regarded as a means of both retaining personnel and increasing their motivation, whilst also ensuring the economic stability of the company. The objective of the present study is to provide substantiated evidence to support the methodological principles of socially oriented restructuring, which combines the principles of humanism, adaptability, solidarity and strategic sustainability to support human capital in times of crisis. The study employed a range of research methods, including system analysis, comparative analysis of models (such as flexible employment, internal social responsibility, adaptive personnel, and distributed responsibility), and a qualimetric approach (utilising the SQEM model) to assess labour performance. The primary scientific outcomes encompass the formalisation of socially oriented restructuring instruments, including personnel rotation, retraining programmes, the establishment of a social reserve, and the flexible management of organisational structure. The SQEM evaluation model is proposed as a means of addressing the intricacies inherent in labour complexity, scale, efficiency and usefulness, thereby ensuring a transparent distribution of rewards. The findings of the study demonstrated that employee involvement in decision-making processes and the implementation of non-financial motivational mechanisms significantly enhanced organisational loyalty and adaptability. The study's findings underscore the efficacy of socially oriented restructuring as a strategy for safeguarding organisational talent and ensuring its resilience during periods of crisis. The utilisation of qualimetric models of labour evaluation, in conjunction with the integration of the principles of humanism and participation, facilitates the alignment of economic objectives with the promotion of social capital. This integration is instrumental in ensuring the long-term competitiveness and internal stability of the company.