THE ROLE OF STAFFING IN THE REPRODUCTION OF HUMAN CAPITAL OF CONSTRUCTION INDUSTRY ENTERPRISES

The article examines the role of human resource management in the process of human capital reproduction at construction enterprises in the context of technological, demographic, and digital transformations. It emphasizes that in today’s post-industrial economy, human capital – employees’ knowledge, skills, experience, and health – has become the key factor in an enterprise’s competitiveness and efficiency. This issue is particularly relevant for the construction industry, which is labor-intensive and heavily reliant on workforce qualifications. The competitiveness of a construction company, the effectiveness of its activities in the short and long term, depends on the level of staffing. The paper emphasizes a systemic approach to the development of human resource management, which involves viewing the system not in isolation but as an integrated structure. This approach allows for the analysis of human resource management as a complex of interrelated elements – processes, functions, institutions, and resources – that are interconnected and mutually influential, forming a unified management environment. The structural model of the human resource management system is substantiated as a multi-level framework that includes educational, institutional, internal organizational, and resource subsystems, which interact to ensure a continuous cycle of personnel formation, renewal, and effective utilization. The article systematizes the challenges faced by the industry due to technological innovations (BIM, 3D printing, automation), aging labor forces, labor migration, and the digitalization of HR processes. It presents examples of effective international practices, such as the activities of corporate universities, including VINCI Academy in France, the implementation of dual education in Germany, and systematic staff training in the United Kingdom and Ireland. Statistical data reveal a significant lag in Ukrainian companies in terms of investment in employee training, posing a risk of skilled labor shortages and declining quality. In today’s environment, staffing is influenced by powerful factors of change – technological, demographic, and digital. Construction companies are forced to adapt their HR policies to the introduction of new technologies and appropriate training for them, to the ageing of the workforce and the retention of knowledge of senior employees, to attract young people, to digitalisation and the development of digital skills of staff. Those companies that respond to these challenges in a timely manner – investing in retraining, introducing modern methods of training and retaining talented employees – gain a competitive advantage in the market. By contrast, a passive HR policy quickly leads to a loss of human capital: an outflow of the best staff, a drain on innovation potential, and a decline in the quality of work. The reproduction of human capital in the construction industry directly depends on the quality of human resources. A scientifically sound and practically supported HR policy will allow construction companies in Ukraine to effectively reproduce their human capital and achieve their strategic goals, ensuring sustainable growth and competitive advantages for many years to come. The article concludes that strategic human capital management should become a priority for Ukrainian construction companies in the context of post-war economic recovery. Investing in personnel development is a necessary condition for building sustainable competitive advantages and ensuring long-term growth in the industry.