CONCEPTUALISATION OF HUMAN CAPITAL DEVELOPMENT IN CONSTRUCTION COMPANIES IN POST-CONFLICT REGIONS BASED ON A COMPETENCE-BASED APPROACH AND DIGITAL TRANSFORMATION

Abstract

The article analyses the existing theoretical and methodological approaches to the management and development of human capital in the construction industry. Within the framework of this study, human capital is regarded as a strategic resource for construction companies operating under large-scale challenges. It is substantiated that the current crisis environment requires fundamentally new approaches to human capital development, with digital transformation as a key driver of organisational efficiency and technological advancement. The relevance of the study is determined by the need to support the post-war economic recovery and by the specific operating conditions of construction companies in post-conflict regions. Such regions are characterised by a high level of uncertainty, an acute shortage of qualified specialists, and an urgent need for rapid infrastructure reconstruction, making conventional human resource management approaches insufficient. The study demonstrates that traditional human resource management approaches in the construction industry has limited capacity to respond to external shocks due to organisational inertia, insufficient flexibility and outdated employee assessment methods. A systematic analysis of current trends indicates that the competence-based approach should be transformed from assessing static competencies to developing dynamic capabilities, digital resilience and adaptability among specialists in construction companies. It was established that future-oriented professional training based on VR/AR simulators, microlearning and Building Information Modelling (BIM) technologies and the synergistic integration of education and business through dual education programmes and industry-education clusters are key factors in overcoming skill gaps. It is demonstrated that adaptive management enables construction companies to flexibly reconfigure internal resources, transforming human capital development from an operational cost into a strategic investment. The scientific novelty lies in the development of a conceptual framework for the proactive development of the human capital of the construction company. The proposed framework is based on the synergy of the competence-based approach and digital transformation, combining digital HR technologies, adaptive learning models and occupational safety requirements for reconstruction. It is demonstrated that the focus on the proactive development of adaptive and interdisciplinary competencies enables organisations not only to respond to challenges, but also to develop a qualitatively new form of human capital, characterised by digital resilience, and to operate under conditions of high uncertainty. The practical significance of the study lies in the potential application of the proposed framework by managers and HR professionals to enhance human capital development, improve the quality of HR decision-making, increase labour productivity and accelerate the technological adaptation of construction companies engaged in postwar reconstruction.