Strategic aspects of personnel management in media organizations under modern conditions with allowance for the factor of economic security

Aim. The presented study aims to investigate the features of strategic personnel management in media organizations in the context of weakening economic security at all levels of the Russian economy caused by the ongoing sanctions confrontation between Russia and the ‘collective West’.

Tasks. The authors explore the essence of strategic personnel management in a media organization; analyze the types of human resources strategies and identify specific features of their implementation; conduct a PEST analysis of Russian media organizations and assess the impact of new political and economic factors on personnel management in them.

Methods. This study uses the methods of generalization, graphical data interpretation, strategic and situational analysis, and expert assessments.

Results. Due to the aggravation of the sanctions confrontation with the ‘collective West’, the external environment of Russian business organizations has changed recently. These changes are industry specific. For example, in the media industry, the impact of changes in the external environment is most clearly manifested in personnel management processes. In this regard, human resources strategies of media organizations need to be updated, revised, and transformed into combined strategies that would make allowance for the specific features of a particular organization and its personnel. It is established that the decisive factor for successfully changing the human resources strategy of a media organization is its internal ability to change quickly under the influence of surrounding events and circumstances without sacrificing management efficiency. The described approach makes it possible to ensure the economic security of a media organization.

Conclusions. The potential decrease in employee loyalty and efficiency associated with concerns about wages and loss of income sources in the changing business environment can be compensated by actively involving employees in the assessment of the current situation and development of operational management measures. Due to the dynamic ongoing changes in the macro environment, the traditional office environment is being replaced by other forms of work that companies consider acceptable. This will not only improve the physical safety and psychological health of creative media personnel, but will also make it possible to promptly inform clients of news portals and television channels, quickly respond to provocations from opponents on social media, maintain equipment in working order on a 24-hour basis, etc. Managers of media organizations should cultivate the skill of managerial influence. Managerial skills developed by department heads as well as employees create an efficient working environment and form a sense of belonging among employees. The changing external environment makes it necessary to improve the strategy and personnel policy of the media organization by introducing a personalized approach to personnel management. Bearing in mind the rapid technological development of the media industry, retraining and advanced training of employees remains an important strategic aspect of human capital development in a media organization. This aspect requires increased attention from managers.

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