UDC: 005.95
https://doi.org/10.25198/2077-7175-2026-4-39


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IMPLEMENTATION OF MODERN TECHNOLOGICAL SOLUTIONS IN THE PERSONNEL MANAGEMENT PROCESS IN RUSSIAN COMPANIES: DIRECTIONS, EFFECTS AND BARRIERS

A. S. Kamilova
Lomonosov Moscow State University, Moscow, Russia
e-mail: putienko900@gmail.com

Abstract. The digital transformation of the human resource management system in Russian companies has been unfolding against the backdrop of rapid HR-Tech market growth coupled with the structural immaturity of its institutional environment. Despite the widespread adoption of digital solutions in recruitment, training, performance assessment and employee motivation practices, a substantial share of Russian companies lacks dedicated HR-Tech teams and formalised methodologies for evaluating the effectiveness of implemented solutions. The gap between investment dynamics and the quality of digitalisation outcomes determines the relevance of the present study.

The aim of the study is to provide a theoretical and analytical review of the impact of modern digital technologies on the human resource management system in Russian companies, to identify the main directions of HR function digitalisation, to systematise the achieved implementation effects and to generalise the barriers to transformation. The study is theoretical and analytical in nature and is based on secondary data. A systematic literature review following the PRISMA protocol and a multiple case study analysis of Russian companies were applied, structured around a unified analytical framework covering six key HRM functions: recruitment, onboarding, training and development, performance assessment, HR analytics, motivation and retention.

The study demonstrates that automation and the use of artificial intelligence have permeated all key HRM functions, yet the depth of digitalisation is distributed unevenly. Recruitment and training practices have reached the highest level of digital maturity; performance assessment and HR analytics have attained a moderate level; in the area of motivation and retention, the influence of digital tools remains indirect. Systemic constraints on the digital transformation of HRM are identified, including the high cost and complexity of implementation, the absence of an end-to-end digitalisation strategy and the mismatch between the maturity of the HR-Tech market and the readiness of companies to adopt it.

The scientific novelty of the work consists in a systematisation of the practices of eight Russian companies across the key human resource management functions, and in a typology of digitalisation barriers — distinguishing resource-organisational, economic-managerial, and competence-related constraints – aligned with the managerial instruments required to address each level. The practical significance lies in the applicability of the results to the development of corporate HR digitalisation roadmaps, the diagnosis of the digital maturity of the HR function and the formation of industry standards for the assessment of HR-Tech project effectiveness.

Further research may address the development of methodologies for measuring the effectiveness of HR-Tech implementation and the conditions for transferring practices from major employers to small and medium-sized businesses.

Key words: HR management, digitalization of the HR management process, new technological solutions, HR-Tech, artificial intelligence in HR, HR analytics, personnel development, employee training and development, digital competencies of HR specialists, barriers to digitalization, Russian companies.

Cite as: Kamilova, A. S. (2026) [Implementation of modern technological solutions in the personnel management process in Russian companies: directions, effects and barriers]. Intellekt. Innovacii. Investicii [Intellect. Innovations. Investments]. Vol. 4, pp. 39–56. – https://doi.org/10.25198/2077-7175-2026-4-39.


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