DIGITALIZATION OF HR PROCESSES AND HR ANALYTICS AS TOOLS FOR TRANSFORMING CORPORATE PERSONNEL ADMINISTRATION: STATE ANALYSIS AND INTEGRATION MODEL

The digital transformation of business processes has fundamentally altered the nature of personnel management decisions in organizations. The article addresses a critically underexplored issue: how HR analytics, as a product of HR process digitalization, can be embedded into the governance architecture of corporate personnel administration – that is, into the system that defines who collects, interprets, and acts upon workforce data, and who bears accountability for the resulting decisions. The purpose of the study is to develop conceptual and methodological foundations for integrating HR analytics into the corporate personnel administration system under digital transformation conditions, with particular attention to the structural challenges of wartime Ukraine.The study employs a systemic approach as its methodological basis, complemented by analysis and synthesis, abstraction and modelling, comparative analysis of domestic and international scientific literature, statistical analysis of secondary data on Ukrainian labour market and HR practice, and structural-functional method applied to the construction of the HR data governance subsystem.The study identifies a systemic «digital asymmetry» in Ukrainian HR practice: while the formal adoption of digital HR tools is growing, only 30% of HR professionals are fully ready for digitalization and only 13% of companies can measure its managerial effect. Four groups of barriers to HR analytics adoption are systematized: competency deficit, technological and financial constraints, organizational and cultural resistance, and legal uncertainty around personal data. The structural challenges of wartime – unprecedented workforce shortages, forced labour mobility, and psycho-emotional instability – are shown to substantially elevate the strategic value of HR analytics, transforming it from an option to a managerial necessity. The article proposes a three-dimensional matrix model of HR analytics integration encompassing the dimensions of analytical maturity, functional coverage of HR processes, and level of managerial accountability. The model is supplemented by a maturity matrix as an organizational self-diagnostic tool across four development stages and a cross-cutting HR data governance subsystem built on five principles: data ownership, lifecycle protocols, algorithm transparency, decision accountability, and system audit.The proposed model is directly applicable to organizations of varying sizes and industries as a structured roadmap for developing analytical capacity and embedding HR analytics into corporate governance mechanisms.