Rationale for the choice of personnel management strategies in the trade industry in conditions of personnel shortage

Abstract

In the context of the current personnel shortage, worsened in the Russian labor market since 2023, traditional management approaches require revision. Staff turnover in the trade industry reaches 45%, and the value of various categories of personnel is increasing. The article examines the problem of adapting human resource management (HRM) practices to the new realities of the labor market, where personnel is becoming a key competitive advantage. The purpose of the study is to develop a differentiated model of strategic personnel management that takes into account the value and uniqueness of employees depending on the company's business strategy. The methodological basis for the study is based on the synthesis of configuration and resource approaches complemented by the human capital architecture model of Lepak and Snell. The empirical verification was carried out using the example of three federal retail chains, which made it possible to identify the specifics of applying differentiated HR strategies in conditions of staff shortage. The findings of the study include the development of an adaptive HRM model that distributes employees into four quadrants and offers a set of policies for each group. The practical significance of the model lies in its flexibility and the ability to integrate with various business strategies – cost leadership, focus on quality, and innovate on. The model can be used as a tool for developing HR strategies adapted to the specifics of the Russian retail.