Practices of Digital Technologies in HR (the Case of Vimpelcom)

Now in the world more and more discussed and widely implemented digital technology. In this regard, the sphere of human resources management is not lagging behind, now automation is at an active stage of its development. If a few years ago everyone was just talking about the upcoming digitalization and this topic was actively raised at all HR forums, today there are already forecasts that HR, as we know it now, will not exist in the next decade. According to a study by Deloitte and SAP, no more than 2% of HR professionals use knowledge management tools using artificial intelligence or crowdsourcing, and only 3% use predictive Analytics based on machine learning. In HR administration already 4% of companies use chatbots, and 6% use them for recruitment (Deloitte, 2019). Within the framework of this master's work, the author reviewed the used digital practices in the company of VimpelCom and developed recommendations on the digital transformation of the HR function. For this purpose, the analysis of the literature on the research topic was carried out, which allowed to identify the prerequisites for the introduction of digital practices, such as: fragmentation of systems; the need to assess the effectiveness of employees; the development of IT technologies; large volumes of operational work for HR specialists. Barriers to the implementation of digital practices in HR processes such as: depersonalization of the recruitment service were also identified; unproven effectiveness of digital practices implementation; lack of readiness of HR-specialists for changes; lack of competence of HR-specialists; lack of digitalization of external contractors and systems. Based on the above, the author concludes that the company "VimpelCom" has already passed the basic stage of the process of digitalization of HRM. This means that some processes are automated, but they are digitized to different degrees and by different means.