Implementation of Agile approaches in personnel management to stimulate innovative activity of an enterprise

Abstract

Purpose. The study is aimed at the theoretical substantiation and development of practical tools for the implementation of flexible HR management methodologies as a strategic lever for activating the innovative potential of modern enterprises. The article analyzes the transformation of traditional hierarchical management systems into adaptive structures based on the principles of cognitive flexibility and distributed responsibility. Methods. To achieve the goal, a combination of general and special scientific methods was used. In particular, comparative analysis was used to compare deterministic and iterative management models, and the modeling method was used to develop a structure of cross-functional interaction within the framework of Agile transformation. Psychological aspects of management activity were investigated using the method of retrospective analysis of cognitive attitudes of leaders in conditions of time resource shortage. Results. The study revealed that the effectiveness of innovative activity directly correlates with the level of adaptability of the HR system to external challenges. It has been established that the transition to the role of a facilitator allows the manager to form an intellectual ecosystem, where the speed of data exchange and hypothesis generation becomes a key competitive advantage. The mechanisms of the influence of iterative planning tools on minimizing the risks of financing unprofitable initiatives have been substantiated. It has been determined that the creation of conditions for psychological safety is a fundamental precursor for revealing the creative resource of teams, as it reduces the level of organizational rigidity and stimulates professional autonomy. Special attention is paid to the integration of digital solutions into flexible management cycles, which allows you to automate monitoring of the effectiveness of innovative projects without excessive administrative burden on personnel. Conclusions. It has been proven that the Agile-HR concept is not just a set of tools, but a holistic organizational philosophy that ensures the viability of business in conditions of extreme variability. The introduction of iterative cycles and the development of cognitive lability of personnel allow organizations to achieve advanced rates of development through operational verification of ideas and flexible allocation of resources. The practical significance of the work lies in the possibility of using the proposed models for reforming personnel management systems at enterprises focused on high-tech development and digital modernization of management processes. A promising direction for further exploration is the development of methods for assessing the return on investment in the development of adaptive management competencies.