The Components Of Sustainable Development Of Staff In The Context Of Capitalization

The relevance of the research into the concept of sustainable development in the projection of microlevel management has been determined, including sustainable development of staff as an element of personnel policy. A shift of the focus towards sustainable development of personnel is due to the need for adaptation of the provisions of the lifelong learning concept to the conditions of the activity of enterprises in modern Ukrainian realities. A detailed content analysis of the literature was conducted, which revealed the role of education in the implementation of the social aspects of sustainable development, establishing the interrelation of education and its capitalization as professional and personal employee's competences, indirectly – through the output of quality products, paper and electronic codification of knowledge, results of intellectual activity. In this situation, not only wages are growing, but usefulness for the company and an individual is increasing for raising the level of professional, intellectual, communicative competences. Some of the author's theoretical findings about the selection of the components of sustainable development of staff are presented, which include: staff, economic development of an enterprise, contractors of an enterprise. In order to justify the need to increase capital intensity of sustainable development of staff, the interrelation between the components, areas of compromise and the "core" of the process has been identified. Based on the interaction of individual components it is possible to establish corresponding compromises areas whose names reflect their content: "weighted calculation" (economic development of the enterprise – staff), "reflecting stakeholder interests" (staff – contractors of the company), "open personnel policy" (economic development of the enterprise – contractors of the enterprise). Opportunities and threats to the functioning of the enterprise in each of the selected areas of compromise have been identified that makes it possible to choose a HR-strategy that corresponds to the conditions and environmental factors, the enterprise strategy, professional qualification of workers and the like.