Shymanovska-Dianych Lyudmyla, Doctor of Economics, Professor, The Head of the Department of Management, Poltava University of Economics and Trade, Poltava, Ukraine

ORCID: 0000-0001-6499-0953
e-mail: ludad584658@ukr.net

Husakovska Tetiana, PhD (Economics), Associate Professor of the Department of Management, Poltava University of Economics and Trade, Poltava, Ukraine

ORCID: 0000-0002-9094-3613
e-mail: tatgus@ukr.net

Rybalko-Rak Lesia, PhD (Economics), Associate Professor of the Department of Management, Poltava University of Economics and Trade, Poltava, Ukraine

ORCID: 0000-0002-2269-9209
e-mail: rybalko2004@ukr.net

Kuzhel Nataliіa, Senior Lecturer of the Department of Management, Poltava University of Economics and Trade, Poltava, Ukraine

ORCID: 0000-0002-9093-1188
e-mail: natochka5555@ukr.net

Innovative HR Practices of Construction Companies within the Entrepreneurial Ecosystem of Post-War Ukraine: Imperatives of Sustainable Development

Abstract. Introduction. The post-war recovery of Ukraine requires a fundamental paradigm shift in the construction sector, moving from traditional contractor models to integrated roles within a complex entrepreneurial ecosystem. The industry faces unprecedented challenges, including critical labor shortages due to migration and mobilization, a shift toward high-tech “Building Back Better” standards, and the need to align with international ESG (Environmental, Social, and Governance) requirements. In this context, traditional human resource management proves insufficient, necessitating the transition to HRM 5.0 – a framework that harmonizes advanced digital transformation with a human-centric approach.

Purpose. The research aims to theoretically substantiate the transformation of human resource management in construction companies within the entrepreneurial ecosystem of post-war Ukraine based on the principles of HRM 5.0 and sustainable development imperatives, as well as to develop a conceptual model for the integration of innovative HR practices and identify key mechanisms for their practical implementation.

Results. The study conceptualizes the construction company as a resource integrator that synchronizes financial flows from international donors with local human capital development. A comprehensive conceptual model of ecosystem-based HR management is developed, illustrating the transformation of external drivers (state regulation, international standards, and community needs) into internal HR innovations. Key findings highlight the necessity of integrating HR processes with Building Information Modeling (BIM) to create «digital competency profiles» for the workforce. The research details the application of AI-driven predictive analytics for proactive talent planning and the use of VR/AR simulations for safety training. Furthermore, «Green HRM» practices are identified as essential tools for fostering eco-responsible behavior, while social initiatives, such as veteran reintegration and well-being programs, are presented as mechanisms for obtaining a “social license to operate.”.

Conclusions. Innovative HR practices serve as the strategic «glue» of the post-war entrepreneurial ecosystem, ensuring the resilience of construction companies. The transition to HRM 5.0 allows enterprises to transform external ecosystem pressures into internal sustainable competencies. The integration of digital tools and ESG-aligned HR policies not only addresses the immediate personnel deficit but also ensures long-term environmental, social, and economic viability. Effective human potential management is concluded to be the primary driver for the high-tech reconstruction of Ukraine’s infrastructure.

Keywords: innovative HR practices; human resources; human capital; construction companies; entrepreneurial ecosystem; sustainable development.

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