MANAGEMENT OF PERSONNEL AND OPERATIONAL ACTIVITIES OF A BANKING INSTITUTION: THEORETICAL AND PRACTICAL RECOMMENDATIONS IN THE CONDITIONS OF DIGITALIZATION OF THE ECONOMY

Abstract

Introduction: The paper addresses the pressing issue of improving the human resource management system and operational activities of a banking institution in the context of economic digitalization, using the case of JSC CB "PrivatBank." The challenges of the modern financial market necessitate the search for new effective approaches to management and human resource administration that can ensure the bank’s competitiveness and sustainable development in a changing market environment. Purpose: The aim of the study is to develop theoretical foundations and practical recommendations for enhancing management processes through the integration of modern digital technologies into the personnel and operational activities of JSC CB "PrivatBank." Methods: The methodological basis of the research includes systems and comparative analysis, methods of comparison and expert evaluation, as well as the analysis of reports and statistical data on the activities of JSC CB "PrivatBank." Results: The main results of the study involve identifying key areas of the bank’s digital transformation, including the automation of HR processes, implementation of big data analytics, utilization of artificial intelligence tools, gamification, and remote staff training systems. In the field of operational activities, emphasis is placed on the centralization of back-office functions and operations, large-scale automation of routine tasks, and the use of IT solutions that help reduce costs, improve customer service quality, and enhance the efficiency of internal business processes. Conclusion: The conclusions note that digital technologies serve not only as optimization tools but also as catalysts for internal organizational changes within the banking institution. New digital solutions act as drivers of change in corporate culture, fostering an environment focused on innovation, flexibility, and continuous learning. The author proposes further implementation of flexible management models, digital platforms for staff development, CRM systems, and integrated IT infrastructures aimed at increasing the bank’s adaptability, innovation potential, and resilience to external challenges, risks, and threats.